Title of Report Workforce Report - Quarter 2, Purpose of the report

Transcription

1 Agenda Item: 10 Report Number: GB Venue: NWS CCG HQ, 58 church St, Weybridge, Surrey KT13 8DP Date: Monday 24 October 2016 Meeting: North West Surrey CCG Governing Body Part One Title of Report Workforce Report - Quarter 2, 2016 Purpose of the report Reason for presentation to the Governing Body To note the key performance indicators of the workforce report and advise the Governing Body on progress relating to specific strategic workforce goals. For Information For Discussion For Decision Describe To update the Governing Body on key indicators of the Quarterly Workforce Report and to update the Governing Body on the data relating to strategic workforce goals. Prepared and Presented by: Relative Legislation & Source Documents: Prepared and Presented by Anthony Shipley, Director of Corporate Development and Assurance. Employment legislation influences management practices but there is no direct legislation that affects this paper. The NWS CCG s Organisation Development Strategy has informed the paper. Freedom of Information: Restricted Open This report has previously been presented to the following Committee/Group/s (please state date) Clinical Executive Operational Leadership Team Audit and Risk Committee Quality Committee Contracts and Finance Committee Remuneration and Nominations Committee 1 Governing Body Oct 16

2 The outcome of previous presentation/s or reviews The Quarterly Workforce Report continues to focus on ensuring the correct workforce related areas are being measured and reported on so that the best action is taken to strengthen the organisational health and performance. Executive Summary This paper is intended to inform Governing Body of the measures and indicators used to understand organisational health. This second Quarterly Workforce Report of the year shows trends against specific workforce goals and gives detail and any supporting action being undertaken to strengthen problematic areas. Paragraph 4.2 also states that in addition to resignations that those leaving the CCG due to: dismissal due to capability and disciplinary issues; mutual agreement through compromise agreements; redundancies; and sickness, also be reported. Governing Body are asked to approve this approach. Recommendations: The Governing Body is asked to review the Traffic Light data that helps us understand the impact of our management actions in relation to our five Strategic Workforce Goals: Governance & Resourcing; Culture; Leadership; Learning; and Engagement. Health Impact: Financial Implications: Legal Implications: Equality & Diversity Communication & Engagement Reputational Implication: Risk Register: Staff wellbeing is more closely monitored Not applicable Not applicable Ethnic profile of staff is more closely monitored Detail will be communicated internally through the senior leadership team Linking a Quarterly Workforce Report to organisational health and workforce strategies will be of interest to the wider CCG network There are no current risks relating to workforce reporting on the risk register 2 Governing Body Oct 16

3 1. Introduction 1.1. The Workforce Report informs and enables Governing Body (GB) to assess whether the organisation is on track to realise its vision of North West Surrey people enjoying the best possible health The framework for the Workforce Report has been influenced by the CCG s Organisational Development (OD) Strategy The Workforce Key Performance Indicators (WKPI) help to measure performance against specific strategic workforce goals linked to the OD Strategy, shown in the table below: The report provides data for the second quarter of 2016/17, with full details shown in Annex A. Strategic Workforce Goals Goal 1: Governance and Resourcing: The right people are in the right jobs doing the right things supported by the right processes Links to OD Strategy Resourcing Goal 2: Goal 3: Goal 4: Goal 5: Culture: How people work as well as what they do positively shapes the work environment Leadership Capability: Strong and inspirational leadership ensures everyone knows and understands what is expected of them and how they are performing Learning: A high performance culture is cultivated and supported through investment in learning Engagement: Staff feel valued, empowered, recognised and energised so discretionary effort is released Internal Dynamics Leadership Development Internal Dynamics Internal Dynamics/ Leadership Development 1.4. This quarter s data continues to benefit from a more refined data analysis, allowing for greater understanding of the mix of interim and substantive workers; also from statistical input from the Commissioning Support Unit workforce data team. 2. Review of Performance Indicators 2.1. WKPIs are now due review, however, it has been decided to hold this review until the new Head of Organisational Development and Workforce is in place. Recruitment to this post has been completed with the new incumbent due to begin in December Governing Body Oct 16

4 3. What the Traffic Light picture tells us Annex A shows detail of performance against a Red, Amber, Green (RAG) system pertaining to specific WKPIs, as at the end of September The indicators continue to seek to measure areas that will help us understand progress against our strategic workforce goals. 4. Goal 1: Governance and Resourcing: The right people are in the right jobs doing the right things supported by the right processes Historically, turnover has been measured in terms of actual and resignation turnover, which included staff who had finished fixed term contracts (where attrition is expected). It was decided in the July 2016 Governing Body meeting that going forward, only resignation turnover would be reported from Quarter 2 (Q2) In addition, it is recommended that those leaving due to: dismissal due to capability and disciplinary issues; mutual agreement through compromise agreements; redundancies; and sickness, should also be reported to give a true reflection of actual staff turnover The CCG has seen a staff turnover of 2% in Q2 of 2016/17. There were no leavers in July and August and only two leavers in September. This is equal to the 2% figure reported in Q The main reason for the one member of staff leaving the organisation was a desire to have a more front-line, patient facing role. Her exit interview was incredibly positive with her thanking the organisation for the support and development she had been given in her role here. The second leaver left after only four days in post quoting personal reasons for leaving. No exit interview was conducted Annual staff turnover over a rolling 12 month period from September 2015 is 15%, which is above the average NHS staff turnover rate of 11% 1. This is a significant reduction from Q1 where a 24% turnover was reported. This is due the exclusion of those who have historically left the organisation following the end of their fixed term contract as discussed in para 4.1. It is clear that this approach gives a better indication of our actual turnover for the reasons stated Resourcing is one of the core goals in the revised OD Strategy. Recruitment drives are continuing to fill vacant positions with further success in this quarter The following eight staff began working with the CCG in Q2: Lay Member to the Governing Body (Registered Nurse); Director of Finance; Primary Care Commissioning contract support; Pharmacist x 2; 1 Based on a benchmark of average figures taken from Quality Watch at the Health Foundation, the Nuffield Trust (2015) 4 Governing Body Oct 16

5 Pharmacy Technician; Communications Manager; and Communications Officer The CCG currently has 11 vacant posts out of a potential staff compliment of 104 wte which equates to 11%. Some of these posts are currently filled by interim staff. Active recruitment is underway in order to fill all these positions with an initial timescale for recruitment into vacant posts being given to the end of Q Managers have actively worked to this timescale, however, some key posts, especially in finance and BI have proved difficult to recruit in to and interims still remain within them. With that, the period has been extended to the end of Q3 for reporting purposes At serial 4 of Annex A, the proportion of all posts filled by interim staff is reported. Currently we employ 16 interim staff in total. These roles include: Systems Analyst (covering vacant post); BI Analyst (covering vacant post); Finance Manager (covering vacant post); Financial Accountant (covering vacant post); EPRR Officer (covering vacant post); Business Support Assistant (covering vacant post); Financial Controller (covering long term sickness); Primary Care Project Accountant (to be established); Delivery Director (shared with ASPH); Procurement lead (111 Services shared across the Surrey collaborative); Project Administrator (Locality Hubs); and Locality Hub Support (ICT and IG support x 5) Those covering vacant posts, sickness and waiting for posts to be formally established are currently paid from running costs. The Delivery Director s costs are shared with ASPH and the Procurement Leads costs are shared with other CCGs. Those supporting Locality Hubs are paid through programme and not running costs As the Locality Hub staff are fixed term project workers and are in essence supernumerary in nature and brought in to undertake specific tasks, they are not included in the overall interim figure As mentioned, the amount of interims being utilised has been reviewed under the running costs exercise and subsequently, employing managers have given notice to interims covering vacant posts where candidates have been successful and are continuing to actively recruit to those vacant posts. It has also been decided to review Locality Hub interim usage with a view to rationalising these post significantly by Q3. 5 Governing Body Oct 16

6 4.14. Consequently, our reported Interim/Agency percentage is 10%, a slight rise from Q1. It is felt that these figures will continue reduce over the 2016/17 period as permanent appointments continue to be made and the Locality Hub project is reviewed In terms of staff statutory and mandatory training completions, the CCG is reporting an overall compliancy figure of 85%. This is a drop of 7% from Q1. This is due new arrivals joining the CCG and the transition of completion figures to an automated system embedded within Workforce, which is the CCGs employee self-service system. The Workforce Development Manager is currently liaising with the system administrators and staff to help ensure that records are updated accurately The CCG is also currently 91% compliant for interim/agency staff in this area whom we have asked to complete Information Governance training as standard. 5. Goal 2: Culture: How people work, as well as what they do, positively shapes the work environment The delivery of personalised induction processes continues to be a priority. This ensures that new starters are quickly assimilated into the organisation. It is deemed vital that new staff are positively engaged in this way so that they can better understand the CCGs corporate goals and how they impact on them going forward Corporate Induction is conducted for all substantive staff within the first four weeks of arrival, with Local Inductions being completed within the first six weeks. In Q2, 100% of staff undertook Corporate Induction % of all interim/temporary staff received an orientation to the organisation within their first four weeks of joining the organisation % of new starters have had confirmed local inductions, however, some returns are still outstanding. Line managers of outstanding new starters have been chased for confirmation There is 67% response rate for new starter reviews (those in substantive posts) conducted at the 3 month point. This is a rise of 24% from Q1. Those outstanding are actively being chased by the OD team There is 71% response rate for new starter reviews (those in substantive posts) conducted at the 6 month point. This is a rise of 30% from Q1. Those outstanding are actively being chased by the OD team. 6. Goal 3: Leadership and Management: Strong and inspirational leadership ensures everyone knows and understands what is expected of them and how they are performing The revised CCG annual review process has been launched in Q2, linked to our new set of values and associated behaviours. 6 Governing Body Oct 16

7 6.2. Managers have been advised to utilise old documentation to feedback on performance over 2015/16. Currently, 64% of appraisals have been received and recorded, a rise from 35% in Q1. Line managers continue to be chased and Executive Team members have been informed Roll out of the new system has been completed with the expectation of higher compliancy on reviews and PDPs having been completed within Q3. 7. Goal 4: Learning: A high performance culture is cultivated and supported through investment in learning Investment in learning continues to be a priority this year. Actual spend against training budgets is under its forecast figure, however, it is perceived that once formal development planning begins in Q2 and Q3, there will be better utilisation of the budget Going forward, the CCG continues to plan to design and deliver a systematic values based leadership and management development programme. This is currently being scoped with prospective providers due to present their proposals to ET in Q3. Once a new Head of OD and Workforce is in place, this will become a priority piece of work for the new post holder to lead on. 8. Goal 5: Engagement: Staff feel valued, empowered, recognised and energised so discretionary effort is released At the July 2016 Governing Body meeting, the CCGs annual Staff Survey was presented. It was discovered late on that the publisher had used incorrect comparative data from 2014 as opposed to As such, whilst the current responses where valid and were subsequently discussed, it was requested that the 2015 figures also be presented in the future for further discussion. These figures will be presented in a paper for GB in October Current reported sickness absence figures sits at 2%, a slight drop from Q1. This figure is mainly due to one staff member being on long term sickness since June. 9. Summary 9.1. Staff turnover levels are now more reflective of real turnover with the removal of fixed term contract staff Induction processes continue to a priority for the OD team with on-boarding interviews continuing to be chased. 9.4.Further analysis of Staff Survey will allow the senior leadership team to explore how we can continue to strive to make our CCG the best it can be in terms of how it shows its workforce how valued it is by looking at proactive interventions where needed On boarding interviews will continue to be chased in order to ensure that the CCG actively engages with its workforce. 7 Governing Body Oct 16

8 Goal 5: Engagement Goal 4: Learning Goal 3: Leadership & Management Goal 2: Culture Goal 1: Governance and Resourcing Annex A: Strategic Workforce Goals - Q2 Report (July to September 2016) for FY 2016/17 Goal 1: Governance and Resourcing: The right people are in the right jobs doing the right things supported by the right processes Goal 2: Culture: How people work as well as what they do positively shapes the work environment Goal 3: Leadership Capability: Strong and inspirational leadership ensures everyone knows and understands what is expected of them and how they are performing Goal 4: Learning: A high performance culture is cultivated and supported through investment in learning Goal 5: Engagement: Staff feel valued, empowered, recognised and energised so discretionary effort is released Links to OD Plan Resourcing Internal Dynamics Leadership Development Internal Dynamics Internal Dynamics/Leadership Development Goal Serial Performance Measure RED AMBER GREEN Details and Comments 1 2 Staff turnover (rolling 12 month period) Staff turnover (quarterly period against headcount not WTE) 14% or more 11-13% 10% or less 5% or more 3-4% 2% or less Annual staff turnover over a rolling 12 month period from September 2015 is 15%. This is a significant reduction from Q1 where a 24% turnover was reported. This is due the exclusion of those who have historically left the organisation following the end of their fixed term contract. The CCG has seen a staff turnover of 2% in Q2 of 2016/17. There were no leavers in July and August and only two leavers in September. To annotate RAG rating into appropriate box type: 1 for Red 2 for Amber 3 for Green Q1 Apr-Jun Q2 Jul - Sep Q3 Oct - Dec Q4 Jan - Mar 3 Proportion of substantive staff offered an exit interview prior to their departure from the CCG 78% or less 79-89% 90% or more 50%. This is due to the fact that one leaver left within four days of arriving at the CCG and was not contactable after. Proportion of all posts filled by interim/agency staff There are currently 16 interims working for the CCG. Six interims are covering vacant posts (of which there are 10). One interim is covering long term sickness absence. 4 15% or more 11-14% 10% or less There are also six interims supporting the Locality Hub project. Costs from these interims do not currently impact on running costs. The overall interim population is therefore 16% of the workforce, however, interims who directly impact on running costs, equate to 10% of the workforce. In terms of reporting, this is the figure taken. 5 Proportion of staff (those in substantive posts) who are up-to-date with statutory and mandatory training 65% or less 66-89% 90% or more The CCG currently has an overall compliance of 85% for its Statutory and mandatory training. This is taken as an average of those compliant with their respective training around: E&D; IG; Safeguarding; Fire; and MH. 6 Proportion of staff (those in interim/agency posts) who are up-to-date with statutory and mandatory training 65% or less 66-89% 90% or more 91% compliancy. In practice this amounts to 2 people who are not compliant. 7 New starters (those in substantive posts) corporate inducted within the first 4 weeks of arrival. 100%. New starters are now inducted in their first week. 8 New starters (those in substantive posts) locally inducted within the first 6 weeks of arrival. Four out of six new starters have confirmed local induction has taken place (67%). Line managers of the remaining two new starters have been chased for confirmation 9 Interim/agency staff locally assimilated within the first 4 weeks of arrival. 91%. In practice this amounts to 2 people and they are being chased. 10 New starter reviews (those in substantive posts) conducted at 3 month point 67% response rate. In practice this amounts to two new starters not returning the form despite being chased. 11 New starter reviews (those in substantive posts) conducted at 6 month point 71% response rate. In practice this amounts to two new starters not returning the form despite being chased. 12 Ethnic profile of staff Below the local population average Reflects the local population (90.4% white) average Ethnic mix exceeds the local population average 13 % of annual performance reviews completed (appraisals) 64% of appraisals have been returned, despite several months of chasing and escalating to ET. Feedback has been given that apprisal conversations have taken place but unfotunately, they have not been written up and returned. To be chased by OD. 14 % of development plans (PDPs) conducted 8% of completed PDPs have been returned. Regular communications are sent out via 'stand up' meetings; ET meetings and Whole Team meetings as well as through the weekly Staff newsletter which is ed to all staff every week 15 % of staff directly supported by OD within one month of submission of their PDPs (where PDPs are assessed as vague in content) Not reported this quarter as reliant on PDPs being returned 16 Funding approved for role specific learning and development post PDP 60% or less 61-79% 80% or more Not reported this quarter 17 Trends arising from the quarterly staff survey self-reporting motivation levels based on Staff Survey criteria Negative trend No change Positive trend Not reported this quarter 18 % of sickness absence (quarterly return) 5% or more 3-4% 3% or less 2.17% (1 employee on long term sickness during the quarter) 19 Succession plans in place for staff on the Talent Register No action taken to identify and develop talent Talent identified; plans not yet in place for optimising this Talent is actively managed Not reported this quarter