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1 Meeting of Bristol Clinical Commissioning Group Governing Body To be held on Tuesday, 26 November 2013 Commencing at 1.30 pm in the Greenway Centre, Doncaster Road, Southmead, Bristol Workforce Report for 1 st April th September 2013 Agenda Item: 14 1 Purpose The main purpose of the report is to provide members of the Bristol Clinical Commissioning Governing Body with an understanding of the profile of the Bristol CCG workforce, specifically gender, ethnicity, age, disability, sickness absence, turnover and details of the current position regarding compliance of statutory and mandatory training based on the current BNSSG cluster passport as at 30 th September This information should support Bristol CCG in any relevant decision making relating to its workforce and will also highlight the changes that have taken place regarding the workforce since the first quarter. 2 Current position The following information provides an analysis of workforce data using information currently available through Bristol CCG Electronic Staff Record system. Therefore the graphics illustrated may not reflect all posts within the CCG if individuals are not paid through the HR/Payroll system for example, Clinical Lead posts and/or Governing Body members. All the information below is correct as of 30 th September 2013 and is reflective for the first two quarters of the year. Analysis of the Workforce Activity The table below shows the increase in headcount for Bristol CCG since April The high number of new hires within April 2013 is due to previous NHS Bristol staff transferring to Bristol CCG. Since April 22 new staff have been recruited and added to the CCG payroll. There has also been 8 individuals leave the CCG since April 2013 and the turnover rate for September was 3.1%. It is also worth noting that 5 individuals out of 96 are currently on maternity leave and therefore some of the new recruits will have been recruited to cover maternity leave. Apr- May- Jun- Jul- Aug- Sep FTE Headcount New Hires If you need this document in a different format telephone the CCG on Page 1 of 9

2 Leavers Maternity Leave Turnover Rate 1.3% 0.0% 2.4% 1.2% 1.1% 3.1% Further analysis of the workforce composition Salary Ranges The diagram below provides an overview of the current salary range across the CCG. This shows a broad spread of pay band levels within the organisation. Ad hoc salaries refer to individuals who are not on Agenda for Change pay scales or VSM. The diagram highlights that the largest proportion of CCG staff are employed at the band 4 and band 6 pay level. Age The current age profile of the workforce continues to indicate a good spread across a wide range of age brackets with the largest proportion of the workforce falling into 2 age categories, ages and ages As the workforce of the organisation is small, a broad age range as shown provides potential for greater future resilience. Since the first quarter report there has been a significant increase in individuals within the age bracket 21 to 25, this has increased by 5, the age bracket 36 to 40, has increased by 4 and the age bracket 9 to 15, has increased by 6. Page 2 of 9

3 Recommended Action: The CCG could look to develop a clear succession planning processes and identify critical business roles for the organisation. The identification of business critical roles will help provide a focus for the implementation of specific talent and succession planning processes. Such approaches might include specific training and development in certain skills that are required in business critical roles, thus enabling greater resilience to be built into the organisation. It was advised in the first quarter report to the Quality Assurance meeting that the CCG could look to recruit talented individuals within the age category 21 to 25 through exploring apprenticeships and sandwich placements. This recommendation appears to have been noted as the number of individuals in the age category 21 to 25 has increased from 2 to 7. Disability The chart below highlights that 3 individuals have declared they have a disability. However 9 individuals have not declared whether they have a disability or not. Ethnicity The 2012 Joint Strategic Needs Assessment Baseline indicated that the average black and minority ethnic population of Bristol is 13.5% (based on 2009 ONS data). However it is expected that this is an underestimate due to the increasing and changing diverse ethnic population of Bristol. Therefore the current profile of the workforce is not fully representative of the population. Ethnicity Page 3 of 9

4 The chart below provides an overview by headcount of the ethnic origin of the CCG workforce. The majority of all vacancies within the CCG are advertised through NHS jobs which is able to be viewed by all individuals. Gender The graph below demonstrates that the majority of staff employed within the CCG are women. Recommended Action: Page 4 of 9

5 The CCG could look to develop a recruitment strategy that considers vacancy advertising for defined posts at a broader level than just NHS jobs. This is likely to attract applicants from a wider field and those that are not aware of NHS jobs. The CCG is already taking steps to advertise vacancies through other routes i.e. local colleges and Universities in relation to their apprentice schemes and sandwich placements opportunities. The CCG within their recruitment strategy could look to identify posts that could be designated as appropriate for positive action recruitment (i.e. positive action refers to actions that an employer can lawfully undertake to actively encourage individuals from under represented groups to apply for posts.) If certain posts are designated for positive action a collaborative approach could be taken in relation to the recruitment activity for these posts with the Senior Equality Advisor. This will be to ensure that the work being undertaken is in line with the Bristol CCG Equality and Diversity in Employment Policy. Sickness Absence Number of occurrences of sickness absence The chart below indicates the number of occurrences of absence reported within ESR for Bristol CCG between April and September inclusive and the length of absence in each case. Sickness absence has increased from the first quarter of the year. Episodes lasting up to one day have increased from 9 to 16 and absence lasing for 2 days has increased from 5 days to 10 days. Reasons for Sickness Absence The table below provides further detail in relation to the reasons for sickness absence and the number of days lost due to each reason. Page 5 of 9

6 Ear, nose and throat issues and gastrointestinal problems remain the top two reasons for sickness absence within the CCG. During the last 6 months 160 days have been lost due to ENT reasons and 38 days lost due to gastro problems. It is worth noting that during the first quarter anxiety/stress/depression/other psychiatric illness was 5 th on the reason for absences however at the end of the second quarter anxiety/stress/depression/other psychiatric illness is 3 rd on the reason for absence. This is worrying as the number of days lost due to this factor increased from 3 days to 37 days an increase of 9.5%. The CCG should also ensure that line managers are carrying out return to work interviews with any employees who have been absent from work due to sickness to enable the CCG to support employees and refer them to occupational health if necessary. The CCG is also going to be providing flu vaccinations for the staff that have stated they would like to receive the vaccination. June 2013 September 2013 Increase in absence days Absence Reason Absence Days S21 Ear, nose, throat (ENT) S25 Gastrointestinal problems S10 Anxiety/stress/depression/other psychiatric illnesses S15 Chest & respiratory problems S16 Headache / migraine S13 Cold, Cough, Flu - Influenza S11 Back Problems Percentage of sickness absence per month The graph below demonstrates that the percentage of sickness absence was decreasing up until June 2013; however since then it has steadily increased until August. It is clear from the graph that the sickness absence is now starting to decrease and is currently at 2.5%. The sickness absence target currently set for the CCG is no more than 3% absence. Therefore the current figures for Bristol CCG are not in breach of this but it would be advisable to closely monitor the sickness levels to ensure that staff are being supported and the organisation do not breach the target. Page 6 of 9

7 Recommended Action: Data to be monitored closely as the impact of absence are felt most keenly in small teams and organisations. Prompt management action in absence cases to ensure that the impact of any absence is minimised where possible and members of the team are facilitated and supported back to work once fit to do so. HR to provide an overview of individuals who have breached the sickness absence policy to the Directors of the organisation on a monthly basis and to liaise with the individuals line managers to proactively manage their sickness absence in line with the policy. A number of line managers attended the HR training day as part of the Management Competencies programme, however it would be advisable for a scoping exercise to be carried out to identify if Line Managers would like a dedicated session on HR policies in the New Year to support them in their roles. Statutory & Mandatory Training The graph below provides an overview of statutory and mandatory training as at 30 September This information has been provided through the MLE (Managed Learning Environment) system where individuals training records are held and updated. Please note the topics shown reflect the range of statutory and mandatory training that was part of the previous PCT Cluster training passport. Arrangements have now been made for the Bristol CCG specific passport and this is now in the process of being implemented. Currently only clinical staff are required to undertake Basic Life Support training and 14 Bristol CCG staff are classified as clinical. The figures below also include individuals who are currently on maternity leave. It is clear from the report below that there are a high number of individuals who are not currently compliant in relation to information governance, manual handling and fire training. Page 7 of 9

8 80% 70% 60% 50% 40% 30% 20% 10% 0% 29% 71% 21% 79% 30% 70% 61% 39% 78% 77% 22% 23% 60% 57% 40% 43% Compliant Non Compliant Details for safeguarding children at each level are given below. Currently there are no individuals within Bristol CCG who are required to undertake safeguarding children at level 4. All individuals are required to have undertaken safeguarding children at level 1 as the minimum. As highlighted below there has been a slight decrease in safeguarding children level 1 compliance but there has been a significant increase in safeguarding children at level 2 and 3. Junes report October report change in compliance % Safeguarding Children Compliant level 1 67% 66% Decrease Compliant level 2 29% 63% Increase Compliant level 3 67% 100% Increase Compliant level 5 100% 100% No change Recommended Action: (1) For the HOT group to view and own the communication method for sharing the information and implementing any actions or recommendations where necessary within the CCG. (2) Line managers to ensure staff in their team are up-to-date with their requisite training and to allow staff protected time to undertake the necessary training. (3) Implement training compliance initiatives supported by key personnel from the CCG, e.g. support from the safeguarding lead to improve safeguarding children training compliance levels and for Directors and Line Managers to regularly scrutinise the statistics to target staff as necessary to increase compliance levels. 3 Safety and Quality Impact The CCG will need to ensure that they have a trained workforce in terms of being compliant with its statutory and mandatory responsibilities and therefore able to contribute to the safety and quality of commissioning. Page 8 of 9

9 4 Consultation, Involvement, Information sharing and Engagement This paper will be shared with members of the HOT group for comment and discussion and with the Governing Body. 5 Risk Assessment Knowledge of compliance on statutory and mandatory training is essential for the Governing Body to monitor in order to ensure the organisation delivers its statutory obligations. Risk is that the CCG does not deliver its statutory obligations in terms of training and developing staff. Low levels of safeguarding training. What is the risk What are we doing about it Who is responsible By when 1 non delivery of CCG statutory obligations in relation to training and development of staff (a) Agree the proposed Bristol CCG passport (b) communication to staff about the importance of compliance (c) target line managers and Directors with responsibility for ensuring their teams and Directorates are compliant SWCS HR team & Judith Brown, Operations Director Bristol CCG Leadership Team & SWCS HR Team Bristol CCG Leadership Team 30 th November 2013 Mid December st December 2013 & on going 6 Recommendations The Governing Body is asked to: Review and note the workforce summary information provided Consider the recommended actions highlighted Jude Champion Senior HR Business Partner November 2013 Page 9 of 9