BOARD OF DIRECTORS. Meeting Date: 24 September 2009

Transcription

1 Serving the people of North East Essex BOARD OF DIRECTORS Meeting Date: 24 September 2009 Agenda Item: Title: 8a (Disclosable) Quarterly Review of the Workforce Strategy Purpose: To update the Board on progress with the Trust s Workforce Strategy over the period July September Summary: The paper updates the Board on progress with the Trust s Workforce Strategy, looking at the five main themes of the strategy and also positioning these against the PwC action plan. This is the fifth Quarterly Review of Workforce received by the Board. Recommendation: For the paper to be noted by the Board Prepared by: Andy Boden Associate Director of Workforce Presented by: Rob Bowman Director of Workforce This report covers: (Please tick relevant box) Foundation Trust Compliance X Complaints External Standards: NHSLA/HCC Patient Experience Please specify Standard/Reference No Assurance Framework Clinical Quality Strategic Development X Financial Implications: YES / NO Annual Plan/Business Planning Legal Implications: YES / NO Financial Management Risk Implications: YES / NO Performance Management Other (Please specify)

2 Colchester Hospital University NHS Foundation Trust Quarterly Review of the Workforce Agenda September Introduction This paper provides a summary for the Board on progress in developing the Trust s workforce in support of the delivery of the Trust s strategic direction, the action plan from the Pricewaterhouse Cooper (PwC) report and Integrated Business Plan. It covers the quarter July September The Trust s workforce strategy identifies 5 broad areas as core to delivery: Workforce Development Planning Delivering the future workforce Employee Engagement and Well Being Maximising employee commitment and engagement Leadership, Education and Training Developing our capacity and capability Performance Management Looking to the future and measuring progress Workforce Management and HR Service Delivery Achieving high quality workforce management For the sake of brevity the following summary picks out progress during the past quarter and looks ahead at what is coming up presenting both in bullet form for each of the broad areas and referencing the PWC report. If Board members require more in depth information on any area this can be provided separately. 2. Workforce Development Planning The Trust s Workforce Plan has been redrafted to ensure the review of the Clinical Services Strategy is translated into a clear vision of the future workforce for the Trust. Significant progress has been made on a staff Gap Analysis which models turnover, investments and developments to identify recruitment needs over the next 12 to 60 months. This will also directly support the local education commissioning arrangements with the SHA and Essex County Workforce Group Significant work has been undertaken to achieve EWTD compliance for junior doctors which was achieved at 1 st August Risks to maintaining compliance have already been identified and remedial action either planned or taken. In the next quarter we will be monitoring the hours of all junior doctors to identify whether measures taken have been successful or if further action is required to maintain our compliance. Significant work has been undertaken with staff side partners to encourage flexible working within the Trust and a scoping document on an annualised hours approach is being discussed. HR Managers are working with managers in Radiology, Endoscopy and Pharmacy to extend the working day and week to improve patient access. In addition they are involved with senior staff in A&E and EAU to harmonise patient clerking. A new Duty Manager arrangement has replaced the Senior Manager on-call roster ensuring senior manager on-site presence at week-ends and during the evening. Last year we revised the job planning process to make it forward looking in order to meet planned capacity requirements. The Medical Workforce Planning Group has identified a web based Job Planning tool that will have significant benefits to the Trust and in the next quarter we will be agreeing a Business Case for its procurement and introduction. 3. Employee Engagement and Well Being The next National Staff Attitude Survey is due for release in mid September Additional questions have been included to measure progress in certain key areas as highlighted in last years report and prompted by the PwC report. A survey monkey approach is being developed for implementation in the next quarter. to address the issues identified in the PwC report relating to more regular surveys of staff opinion on certain key issues. This is being progressed within the staff engagement plan. Progress has been made to address issues of concern in the last survey in particular around strengthening our bullying & harassment arrangements. An initial scoping exercise has been completed on staff benefits, reward and recognition and researching what other employers, including private sector employers, provide. A proposal paper will be developed in the next quarter, in partnership with staff side. The next steps on staff engagement are being arranged under the title of What Matters - mirroring the banner used nationally; these are being arranged for October, December and January. The initiative now includes support from a senior nurse and doctor and includes Executive input. A particular focus will be a vision and values which will support the patient safety and satisfaction agenda. The Interact training courses has been delivered to a wide range of support staff in bands 1-4. This aims to enable staff to appreciate methods of communication and interaction with others. 2

3 In promoting employee well being, focus in the next quarter will be on women s health including sexual health. Mini fitness assessments will be carried out alongside a range of health promotion activities with the event run in conjunction with Membership office. The 2008 staff survey results on stress showed significant improvement a reduction in over 12%. A Trust Strategy to address work related stress has been developed to maintain this. This will involve a tool to audit and identify areas in the Trust with high stress levels which will lead to a stress reduction plan for those areas. The relocation of Occupational Health services to CGH is now planned for the autumn of Premises will be fit for purpose in order to meet the NHS Plus standard. The Occupational Health database has been installed and is proving a useful tool for follow-ups and general management of caseloads. Funding to train additional Bullying and Harassment Investigating Officers has been secured. Consideration is being given to providing a Mediation qualification which will be provided jointly with the PCT. The Bullying and Harassment Policy and Procedure is being reviewed to support a re-launch of this work now the refresh of training has been completed. The Equality and Diversity Group has been re-launched and now meets quarterly. The Group has commissioned a company called MDA who successfully undertook similar work in the PCT- to complete an audit that will lead to a Single Equality Scheme. MDA will also work with the Board to develop its understanding of equality & diversity issues and provide a methodology whereby equality and diversity can be embedded in the Trust through on-going training/coaching by managers. 4. Leadership, Education and Training The first meeting of the Aggregated Learning Group has taken place, the aim being to ensure that the Trust learns from experience and both the Organisational Development team and funding is aligned to highlighted themes and priorities. The Trust is partnered with the Institute for Customer services (ICS), who have presented at the PPE group on Patient Experience Training. The team will be working with the ICS and the lead for Patient Experience to develop a comprehensive training plan at all levels within the organisation. A training session on customer care has taken place for staff within the contact centre and another being is developed as a priority for the A&E team. The Braintree, Colchester and Tendring Consortium (BCT) continue to work as our partners in delivering NVQ s. BCT are currently undertaking a skills assessment across bands 1-4 within the Trust, priority is being given to customer services training and the recommendations of the Clinical Administration review. The Trust is accessing JIF and Train to Gain funding to build sustainability and will be recruiting to posts within the NVQ centre over the next quarter, the aim being for 15% of eligible staff groups to have a NVQ by The current appraisal process is being revamped and a trajectory to achieve 100% compliance for eligible staff by the year end is being mapped. This will include a focus on the KSF tool and implementation of E-KSF. Corporate induction has been reviewed to enable doctor s induction to be included in the process. Work is underway to move towards a passport approach to mandatory training to limit the time spent on this for new Trust joiners who have had past NHS experience. Work on a project to take forward E-learning on a far wider scale within the Trust is underway to deliver a blended approach of traditional and modern learning. Review of the suitability of the Trust s current data base (Oncore) has taken place to establish its ability to report in the way needed to support NHSLA. Staff and managers have been consulted with over the last 3 months on plans to procure a new data base and a tender specification has been developed, which is about to be let. The new system will link to the E-KSF, ESR and the Virtual Learning Environment that we move forward with. The new system will also record medical training activity. Plans are currently with the Accommodation Group to extend the facilities offered by the Resource Centre to create a multi disciplinary electronic interactive classroom which will enable groups of staff to access a facilitated delivery of e-learning. Further staff development will also provide ad hoc on site access to qualified IT trainers. The Service Leadership Development Programme (SLDP), accredited with Essex University, is now on its 3 rd cohort. An evaluation of cohort one is currently underway, feedback has been good with a request for further investment in specific master classes in the main focussed on leadership behaviour development. A talent management strategy is being drafted. The Associate Directors (AD) programme launched on 2 nd June using feedback from the Transformational Leadership Review Survey. This will also inform the Board Development programme. The programme for senior doctors and middle grades will be launched in the autumn, details of this are being developed with Essex University and other external partners. 3

4 There has been a good deal of interest from managers in the development of an apprenticeship scheme across the Trust, with numerous departments interested in working in collaboration with Colchester Institute in taking this forward. This needs to be aligned to the plans to modernise the workforce through the development of associate practitioners and this work-stream links with that of the NVQ Centre. The Trust is working towards re accreditation of Investors in People in May Work is underway to ensure that the Organisational Development plan feeds into the process and is aligned with staff engagement activity to ensure success 5. Performance Management A revamp of the way information is presented in Board reports has taken place with greater use of charts and tables being made. The narrative to support this will be refined in the next report. Monthly performance monitoring for key indicators, e.g. sickness, starters/leavers, vacancies has been enhanced utilising trajectory analysis. Appraisal reporting; On a monthly basis, both actual levels of appraisals within the last 12 months and how actual compares to a trajectory figure is monitored. The trajectory being based on an equal step monthly increase from a starting position of mid 50's% in August 2009 to the 100% to be achieved in March Work is ongoing to monitor a number of KPI s relevant to the workforce such as productivity and cost and how best to provide relevant information to those managing this. This is in addition to those KPI s measuring the effectiveness of the service provided by the Workforce teams 6. Workforce Management and Delivery of HR Services A number of employment policies have been reviewed to reflect the Trust's current structure and Foundation Trust identity. The Whistleblowing Policy has been reviewed to improve its accessibility and has been discussed with staff side partners. A Strategic Forum to focus on strategic partnership working with staff side interests is being piloted within the wider JSC arrangements over the next 12 months. The first meeting is 1 st October The successful development of block recruitment process for the HCA group of staff has enabled the Trust to make a major step towards fully resourcing this area. A similar approach is also being pursued for qualified recruitment. In the next quarter we will continue to improve on the speed and efficiency of the turnaround from application to start date. The focus of this will be further developing the Trust s approach to block and volume recruitment Following the introduction of the Business Partner model a review is underway to embed this into the organisation to utilise learning from the Achieving Excellent Workforce Management initiative sponsored by the SHA. 7. Actions against the Pricewaterhouse Cooper report The Trust should consider how better clarity can be provided around nursing vacancies including details of department, pay band and trained or untrained staff, focussing on staff levels and skill mix and taking account of survey results, complaints and incidents. Each month from September 2009 the Board will receive a position report on nursing vacancy by band, trained and untrained staff. This report will include the position with recruitment and delivering the nursing resource for the winter capacity. Action this has been developed with the Director of Nursing and Patient Experience for this months Board Reports. Implementation of E-rostering during 2009/10 will support further review of deployment and shift by shift deployment and shift by shift actual staff on duty. E- rostering implementation planned for March Action The Business Case has been finalised between Nursing, IT and HR and has been submitted to the Capital Planning Group. We are on target to implement by March Establish whether there is a need for a peripatetic nursing team to be deployed to support hot spots every shift, if this is the case to be in place by end November Implement stress audit tool under staff engagement plan in autumn This will support identification of areas needing detailed attention, and will draw on a range of indicators by ward/ department e.g. vacancies, sickness, turnover, take up of EAP, patient safety incidents/risk reports, complaints, employee relations issues and SUIs. Action Stress Audit Tool developed and will be implemented in October

5 The Trust should consider undertaking regular staff surveys which mirror the NHS National Staff Survey to monitor progress on problem areas more closely. Proposal on regular sampling of staff opinions to be considered by the Board meeting in October Action Paper to the Board planned in October Specific sampling approach to be reflected in updated staff engagement plan by November Staff engagement plan to be updated by November 2009 to provide greater clarity on priorities, ownership of actions and timescales. Action- plan has been updated and will be submitted to the Board in October. Documents relating to workforce would benefit from a clear definition of scope, purpose and positioning within the overall workforce strategy. Board paper setting workforce plans in the context of the overall Trust workforce strategy to be developed by board meeting in September Action Paper submitted to the Board in September. Intranet site updated with new Workforce strategy and the supporting strategic plans more clearly described and related to the overall workforce strategy. A scorecard identifying the measureable outcomes is under development. Review whistle blowing policy and ensure that it is publicised by October Action Whistleblowing Policy revised to make it more accessible and useable for staff and on intranet September Rob Bowman Director of Workforce September