Transcript www.oxfordhealth.nhs.uk

Workforce Performance Report
January 2013
Graeme Armitage
Director of HR & OD
Caring, safe and excellent
1
Specialist Mental Health Services - Performance against Target – All Indicators
WTE
Trustwide
4692.50
TURNOVER
Target
Dec-12
12.0%
12.5%
SICKNESS
Target
Dec-12
3.5%
4.45%
WTE
Bucks Adults Of Working Age
Bucks Older Adults
Oxon Adults Of Working Age
Oxford Older Adults
Complex Needs
Specialist Mental Health
288.31
128.72
422.02
164.08
19.90
1023.02
BANK & AGENCY
Target
Dec-12
5.0%
2.91%
Turnover Sickness
13.7%
4.4%
8.4%
12.4%
9.8%
10.1%
4.58%
6.51%
5.28%
6.93%
1.07%
5.42%
VACANCIES
Target
Dec-12
9.0%
7.13%
STATUTORY
Target
Dec-12
100.0%
B&A
Vacancies
1.48%
7.34%
1.37%
3.69%
0.30%
2.52%
2.66%
12.17%
5.00%
8.20%
9.22%
5.89%
84.0%
Statutory
82%
MANDATORY
Target
Dec-12
85.0%
98.00%
PDR
Target
Dec-12
100.0%
91.0%
Mandatory
PDR
100%
95%
Note: Some service areas have phased Statutory and Mandatory training targets which may result in achievement greater than 100%
ANALYSIS:
Turnover:
Most wards and pathways are operating within target or close to target. The only exception to report on is Mandalay which did have a turnover of 30%, this was investigated due to
connected allegation on the ward and the investigation has found that the proportionately high turnover is mainly due to internal promotions rather than resignation or horizontal movements
within the Trust.
Overall turnover
Overall turnover is within the Trust target at 10.65%, however it needs to be considered that in the months of November and December there were several dismissals on ill health and
capability grounds and so this may increase next month. Although, Christmas tends to see a seasonal drop in turnover with employees tending to not resign or look for jobs until the new
year. Therefore, this spike may be offset by the seasonal trend. It should however, be noted that in the months of January and February the anticipated seasonal spike and recent
dismissals may distorted these figures, taking turnover above the Trust target over the 3 month period.
Sickness:
Sickness is well above the Trust target at 4.79% this is partly due to an expected seasonal trend in sickness during the winter months and the requirement for staff in contact with patients to
have 48 hours clear, before returning to work if displaying symptoms of D&V, short term sickness, like this, accounts for over 1.5%. Cough cold and flu and Gastrointestinal problems when
combined are the most common forms of absence which substantiates this There has also been a reported low take up of the flu vaccine which could also be resulting in higher sickness
related to Coughs cold and flu or Gastrointestinal problems . Owing to sickness being one month in arrears it is expected that this figure of 4.79% would have increased over the Christmas
period due to seasonal trends and low uptake on the flu vaccine.
However, even taking into account season short term sickness, long term sickness makes up most of the 4.79% with 2.25% of sickness being long term. There have been two dismissals,
for ill health capability, during this reporting period, however, any impact on these figures is likely to be distorted by the seasonal trend. Notwithstanding this, management of long term
sickness is still a problem within the division.
Areas of concern include: Older Adults North East CMHT, Older Adults North West CMHT, Older Adults CMHT Chiltern, Adults City East CMHT, Adults City West CMHT, Sandford, Cherwell
and the Fiennes. All are reporting sickness in excess of 10%
8
Specialist
Mental Health
Workforce
Performance
ReportServices - Performance against Target – All Indicators
August 2012
ACTIONS:
Turnover:
No action needed as currently within target. Although explainable, the turnover and Mandalay needs to be reviewed, not due to the high turnover, but due to the
resulting potential lack of experienced staff on the ward, due to the promotion of staff off the ward. Extra support maybe needed at Mandalay in order to skill up the
remaining staff and review the skill mix.
Sickness:
Increased support from HR, (with the addition of a new HR advisor) to target areas of high absence. This is with effect from January 2013 so is unlikely to show any
improvement on the figures for a number of months due to the way in which sickness is reported.
Bank & Agency:
Bank and Agency spend will continue to be monitored, the investigation at the Fiennes is now concluded which should reduce the need for agency however, sickness
remains a problem on the Oxford Older Adult Wards.
Issues with the housekeepers on Portland are anticipated to be resolved in the next 4 weeks. Approval has also just been secured to recruit to a FTC housekeeper as
although this will be over their establishment, it will be cheaper than using agency and so make good business sense.
Vacancies:
The division is about to roll out a trial of centralised recruitment, this will mean that a dedicated manager will over recruit to the Trusts establishment, on an on-going
basis, meaning staff can be placed when a vacancy arises. This approach will be rolled out over the next 3 months, and is anticipated to have an impact on vacancies,
Band and Agency Spend, as the need to go to agency should be vastly reduced and possibly even sickness, as some of the sickness maybe due to staff working too
many hours on a sessional contract or feeling overworked due to staff shortages or delays in filling vacant posts
IMPACT:
Turnover:
Slight impact on skill mix on Mandalay ward due to the departure of staff to take on more senior roles within the division.
Sickness:
Significant impact on staff morale, sickness itself and bank and agency spend due to the high level of sickness across the division, and in particularly in Oxford Older
Adult wards.
Bank & Agency:
Impact on the Bucks Adult ward is mainly focused on budgets as the use of agency is for housekeeping staff. Impact on the Oxford Older Adult Ward is further
reaching than just fiscal concerns. Use of agency for qualified staff, although necessary to ensure the wards are safe, may result in a lack of management control, as
they are not our employees, inconsistency in staffing levels and quality of agency staff, lack of continuity in personal and increased stress levels of other member other
qualified employees, due to these factors.
Vacancies:
Centralised recruitment should reduce the delay in appointing to bands 3, 5 and 6 to posts. This should in turn have a positive impact on the vacancy rate, but may also
have an impact on such factors as sickness, bank and agency spend and turnover, as teams may feel more supported when working with a full compliment of staff on a
regular basis and thus having a positive impact on the wellbeing of the workforce.
9
Workforce Performance Report
Oxfordshire
Community Services - Performance against Target – All Indicators
August
2012
WTE
Trustwide
4692.50
TURNOVER
Target Dec-12
12.0%
12.5%
SICKNESS
Target
Dec-12
3.5%
WTE
4.45%
BANK & AGENCY
Target
Dec-12
5.0%
2.91%
Turnover Sickness
VACANCIES
Target
Dec-12
9.0%
B&A
7.13%
STATUTORY
Target
Dec-12
MANDATORY
Target Dec-12
PDR
Target Dec-12
100.0%
85.0%
100.0%
Vacancies
84.0%
Statutory
98.00%
Mandatory
91.0%
PDR
321.06
0.62%
0.58%
13.7%
5.27%
488.24
-1.10%
9.85%
12.1%
4.95%
432.72
1.23%
7.48%
12.4%
3.66%
92.26
1.41%
26.42%
2.6%
5.20%
19.66
0.00%
0.71%
9.9%
0.07%
1353.95
0.39%
8.36%
11.9%
4.56%
83%
87%
86%
Note: Some service areas have phased Statutory and Mandatory training targets which may result in achievement greater than 100%
Local Community Teams
Community Hospitals
Countywide Services
Urgent Care
Oxon Community Management
Oxfordshire Community
ANALYSIS:
Turnover
This continues at just slightly over the Trust target and has fallen since the previous month (12.4%). The turnover continues to be particularly high in County Wide services which
incorporates the re-ablement service, and also with specific community hospitals, namely Didcot, Wallingford and Townlands.
Sickness
Sickness is above Trust target in all areas of the Division, with the exception of County Wide Services and Oxon Community Management. It is particularly high within Community
Hospitals but has started to fall slightly within Local Community teams since the previous month when it was 5.87%.
Bank and Agency
The Division’s performance since April is an average of 44.2 bank and agency shifts used per week, which is just within the Division’s target of 40-45 shifts per week and significantly
below the Trust target of 60 shifts per week. This constitutes 2.5% of the total shifts of the relevant workforce against a target of 4%. Last year’s performance was an average of 120 shifts
per week. Agency use has however increased in Community Hospitals since the previous month, the Agency use being mainly attributable to Didcot and Townlands where there are high
levels of vacancies and absence.
Vacancies
The recruitment team are working with the second highest level of recruitment activity within the Trust, currently at c213 recruitment activities, with 52 of these being live. There are 44
vacancies within Re-ablement of which 22 are live vacancies – this is a significant improvement. There are high levels of vacancies within Didcot and Townlands Community hospitals (and
this is coupled with high turnover as detailed above).
ACTIONS:
Turnover
The HR team will review the completion rate in relation to the Exit Questionnaire for the Community Services Division. Following this, the process is being reviewed, so that a more
proactive approach is taken by HR in relation to contacting leavers to complete the questionnaire. Additionally, within Local Community teams, the BARM data is being broken down by
Locality so that action plans can be focused where they need to be. The first step in addressing high turnover is to get a clearer understanding of where and why staff are leaving and this
can also be considered alongside staff survey results.
10
Workforce Performance Report
Oxfordshire
Community Services - Performance against Target – All Indicators
August
2012
ACTIONS:
Sickness
An action plan has been developed to support managers in the Local Community teams in managing the current high levels of absence within the Service. The
Business Area Review meeting (BARM) data has now been broken down further within Local Community teams.
Ten staff are currently being formally managed via the Capability process due to health or absence concerns. A meeting is arranged with Occupational Health to
discuss high levels of muscoskeletal injuries within the Trust and Community Services Division, in particular. The purpose of the meeting is to plan a more pro-active
and preventative approach to addressing and managing muscoskeletal injuries.
Bank and Agency
Bank and Agency use continues to be closely monitored through the BARM and through weekly reports in relation to use within Community Hospitals. Meetings have
taken place with individual Agencies and NHSp to discuss performance. Bank/Agency use is being balanced with the use of Sessional contracts, where possible.
Vacancies
The Divisional HR team are working closely with the Recruitment team to prioritise recruitment for the Division, with Didcot and Townlands Community hospitals being
a current prioirty. Over-recruitment for certain high volume vacancies in Community Hospitals is being considered, along with the use of long-term Agency staff whilst
other methods of attracting permanent staff are reviewed to ensure safe staffing levels. Reasons for candidate withdrawals should be analysed in these areas where it
is difficult to recruit.
IMPACT:
Turnover
It is envisaged that by building up a clear picture of where and why staff are leaving over the coming 3 months, through triangulating the BARM data, Exit
Questionnaires and the staff survey results (due in February) that a better picture will be available concerning reasons for leaving, which can then start to be addressed
over the following 3 months in focused action plans.
Sickness
Having more detailed BARM data will help HR and Management support to be focused where it is needed. It is hoped that continuing to progress the sickness absence
management action plan within the Locality teams will see an incremental reduction in sickness absence over the coming months and this will continue to be
monitored. Impact of a revised approach to muscoskeletal injuries cannot be predicted until an action plan has been agreed.
Bank and Agency
It is anticipated that the use of Bank/Agency staff will lessen as winter pressures reduce. The use of Bank/Agency staff is also inextricably linked with high levels of
absence and vacancy levels at Didcot and Townlands so actions being taken in these areas should impact on usage.
Vacancies
At present, options such as over-recruitment are still being considered and the root cause of recruitment difficulties at Didcot and Townlands is being analysed so the
precise impact of actions is difficult to predict. It is hoped that actions which may include advertising in the press, a recruitment open day at Didcot job centre, response
to current adverts and revitalising the job advert that is used may have a positive impact over the coming 2-3 months. Previous press campaigns and targeted support
within Reablement have resulted in fewer vacancies, although it remains a priority also to keep up with the turnover rate.
11
Children & Families Services - Performance against Target – All Indicators
Workforce Performance Report
WTE
TURNOVER
SICKNESS
BANK & AGENCY
VACANCIES
STATUTORY
MANDATORY
PDR
August 2012
Target Dec-12 Target
Dec-12
Target
Dec-12
Target
Dec-12
Target
Dec-12 Target Dec-12 Target Dec-12
Trustwide
4692.50
12.0%
12.5%
3.5%
WTE
Oxon Children & Families
Community Camhs
Tier 4 (Inpatient) Camhs
Psychological Therapies and Liaison
Eating Disorders
Children & Families Management
Children & Families Service
465.16
318.14
72.11
177.05
76.29
20.97
1129.72
4.45%
5.0%
Turnover Sickness
12.4%
11.8%
20.3%
15.5%
10.5%
9.1%
13.0%
2.62%
3.84%
5.67%
4.38%
4.81%
1.68%
3.56%
2.91%
9.0%
7.13%
B&A
Vacancies
2.18%
2.85%
9.71%
0.90%
9.28%
0.00%
3.09%
3.88%
3.33%
-1.71%
-8.73%
7.01%
-33.50%
1.29%
100.0%
84.0%
Statutory
86%
85.0%
98.00%
100.0%
91.0%
Mandatory
PDR
104%
90%
Note: Some service areas have phased Statutory and Mandatory training targets which may result in achievement greater than 100%
ANALYSIS:
Turnover
Turnover (12 monthly) has seen a slight increase from Oct of 0.52%.
However we have seen a significant decrease in one of the hotspot areas (T4) of 3.11%. With no leavers in November. Psychological Therapies and Liaison is the second highest
turnover area at 16.27%. Reasons for leaving are varied e.g. natural wastage/voluntarily resignation and expiry of fixed term contracts.
Sickness
Sickness November 3.56% v Trust target 3.5%
We have seen a slight increase from October (0.37%) mainly in Tier 4 inpatient services and Eating Disorders. This is attributed to a small number of staff who are currently being
managed via formal Trust policy and process. Long term cases account for 1.63% and we are managing this effectively with the occupational health department and line managers. The
sickness rate compares favourably with the Trusts overall absence rate of 4.45% and is still the lowest % across all four divisions.
Bank and Agency
Bank & Agency November 3.09% vs. Target 5.0%
Agency spend has seen a slight decrease this month of 0.4% , but remains below trust target but slightly above the Trust rate of 2.91%. Agency accounts for 2.9% and Bank 0.2%
ACTIONS:
Turnover
HR is starting to analyse leaver/exit forms (to bear in mind this is not mandatory) and gain local intelligence directly from managers. HR will join the modern matrons forum to
discuss/adapt retention strategies and look at possible retainer strategies for the other high turnover unit e.g. Psychological Therapies and Liaison service. HR will continue to work
closely with front line managers and feed into the Health and Wellbeing group.
A new on line exit questionnaire process has been developed and cascaded to staff; this is accessed via the intranet, a new process/support within HR will follow up leavers, which
should improve response rates and information. Workforce will produce a report to show current uptake and which will provide baseline for future takeup. In addition local staff action
plans support the completion of informal exit interviews as part of standard process with all staff when they leave as well as the offer for formal feedback through HR
Sickness
Direct HR interventions will continue and focus on hot spot areas. To note of the 10 staff approaching ½ pay and one staff member approaching nil pay – four have returned to work, two
are ill health retirements. Bespoke training is given to services across the division in addition to the L&D Trustwide training course.
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Workforce Performance Report
Children
August
2012 and Families Services - Performance against Target – All Indicators
ACTIONS:
Bank and Agency
The short term intervention to allow use of overtime (with tight controls) continues – for bands 5 & 6 instead of using expensive agency and a successful recruitment
day has seen a significant drop in B& A within hotspot area of Eating Disorders from 17.9% to 6.0% a decrease of 7.6% with excellent use of sessional contracts. Use
of locum medical cover is high due to covering long term sick and ER issues regarding on call rotas. To note NHSP do not provide a service across
Swindon/Marlborough areas, these areas are the highest users of agency. An action plan needs to be developed to ensure cover is accessed from the preferred
provider list /NHSP.
Action plans include pro active approach to sickness and recruitment e.g. bespoke training and support.
IMPACT:
Turnover
In Nov 2011 turnover across the division was 10% this steadily increased to 13.29%, most recently across the last 4 months. Reduction in sickness absence and
timely recruitment should improve staffing numbers and staff morale. However the traditionally high turnover in hot spot areas is unlikely to show any significant change
in the next quarter.
Sickness
Return of long term sick within CAMHS medics should see a reduction in B&A spend and the return/management of the six staff either retuning to work or retiring
should see a reduction is sickness rates over the next quarter
13
Workforce Performance Report
Specialised Services - Performance against Target – All Indicators
August 2012
WTE
Trustwide
4692.50
TURNOVER
Target Dec-12
12.0%
12.5%
SICKNESS
Target
Dec-12
3.5%
WTE
Forensic Mh Services
Prisons
Specialised Community Services
Specialised Services
351.44
57.57
120.54
529.54
4.45%
BANK & AGENCY
Target
Dec-12
5.0%
2.91%
Turnover Sickness
12.4%
5.4%
16.9%
14.5%
6.22%
10.83%
6.39%
6.44%
VACANCIES
Target
Dec-12
9.0%
7.13%
STATUTORY
Target
Dec-12
MANDATORY
Target Dec-12
PDR
Target Dec-12
100.0%
85.0%
100.0%
B&A
Vacancies
1.73%
4.97%
5.11%
2.85%
7.47%
20.20%
10.61%
8.85%
84.0%
Statutory
86%
98.00%
91.0%
Mandatory
PDR
107%
95%
Note: Some service areas have phased Statutory and Mandatory training targets which may result in achievement greater than 100%
Figures for Bullingdon Prison have been excluded from the above statistics, to give a more realistic picture of core workforce issues
ANALYSIS:
Turnover
Across the whole Division the turnover rate has increased from last month and remains above target. Main area of concern remains
Bullingdon healthcare which is transferring to Virgin Care. Huntercombe healthcare also above target although this is due to low
numbers of people leaving a small team and there is no indication of an underlying concern.
Turnover in Specialised Community Services is also above target, specifically Luther St Medical Centre and Addictions. This is due to
low numbers of people leaving small teams, no indication of an underlying problem.
Sickness
Across the whole Division the sickness absence rate has reduced slightly from last month. Main areas of concern are Bullingdon and
Huntercombe healthcare. The majority of sickness absence can be attributed to long term absence and these are being managed in
accordance with Trust policy.
Bank and Agency
Across the whole Division the use of bank and agency has reduced from last month although is slightly above the target. Use of agency
is high in Prison Healthcare Services and links to turnover, vacancies and sickness levels
ACTIONS:
Turnover
Recruitment processes continuing in Bullingdon healthcare. The Modern Matron in Bullingdon will continue to keep staffing levels under
review and has plans in place to use agency / reduce wing based services if necessary.
14
Workforce Performance Report
Specialised Services - Performance against Target – All Indicators
August 2012
ACTIONS:
Sickness
Managers, supported by HR as necessary, are tasked with ongoing management of sickness absence.
Bullingdon - some of the long term cases have returned to work and sickness absence should reduce.
Huntercombe – 1 long term case is leaving the Trust; a 2nd long term sickness case is awaiting Occupational Health Case Conference
to either plan return to work or medical discharge.
Analyse sickness absence in the Division compared to the other operational services and develop action plan.
This sickness absence review will be required to identify if there are service specific issues or whether HR processes are different. The
report will need to include long term / short term comparisons, sickness reason comparisons, comparison of professional groups with
other Divisions
Bank and Agency
Discuss possible use of sessional contract shifts with Modern Matron in Huntercombe. Unlikely that sessional will offer a practicable
solution due to the small staff group and remote location, although Community Hospital staff in Wallingford may be interested in
sessional shifts.
IMPACT:
Turnover
Given the transfer of service to a new provider it is unlikely that the turnover in Bullingdon will reduce although staff appeared relatively
positive following a recent presentation by Virgin Care and are now in the process of conducting 121’s.
The trend in Specialised Community Services is downwards and this is expected to continue.
Sickness
Several services have reported staff absence due to norovirus. Together with seasonal illness, short term sickness levels are expected
to remain above target in several services.
Long term sickness levels are expected to reduce in the early part of 2013.
Specialised Community Services – sickness absence level should reduce early in 2013.
15
Statutory Training - Trust
Trust performance - December 2012
• An overall improvement of 2% on the November 2012 position to reach 84%.
• The first month in which all divisions have exceeded 80% i.e. reached amber
status .
• Some wards experienced acute staff shortages through December with high
levels of sickness, which led to a continuing 6% DNAs, plus cancellations of
training places and a 5% increase in places not taken up (at 41%).
90
85
80
75
70
65
60
Statutory Training
75
74
70
78
81
82
84
71
• OCSD turnover at 12% and pressure across the whole Oxfordshire healthcare
system has resulted in lower performance for the division.
Actions
• System development work to refine the further improvements on the reporting system is underway. This will provide even greater clarity
of priorities for training within divisions from January 2013 and is on track together with the introduction of a policy monitoring system.
• More than 3000 staff have been contacted to offer support in completing eLearning as there are eLearning solutions for 50% of
outstanding training. The impact is not yet clear although a recent NHS South Central study showed OHFT as third in ‘eLearning
completions’.
• 350 staff have been contacted to seek completion of the ‘local workplace induction’ record by managers on the OTR system.
• The piloting of e-assessments has been reviewed with NHS South Central and Oxford University Hospitals in order to introduce this from
early next year. This provides an alternative to training in specific statutory subjects and can reduce unnecessary training.
• A ‘course calendar’ feature has been launched within Online Training Records to enable busy line managers to see at a glance all the
course bookings made by their staff over coming months. This helps with rostering and should reduce wastage of course places through
late cancellations.
• Divisions are updating their action plans with focus on the higher risk categories and the utilisation of e-learning alternatives to classroom
training. An example is attached – Children & Families Division.
• Within Specialised Services Division, an action plan to prepare staff at Bullingdon Prison for transfer to the new provider will necessarily
see a reduction in training performance.
16
Statutory Training by Division
Activity
MHSD
OCSD
SSD
C&FSD
Corp
Activity
MHSD
OCSD
SSD
C&FSD
Corp
Equality & Diversity
92%
78%
93%
91%
93%
Infection Control
81%
79%
82%
81%
80%
Staff
1157
1750
551
1395
622
Staff
2032
3451
1044
2596
505
Trained
1060
1363
510
1264
576
Trained
1651
2732
851
2098
405
Booked
16
12
2
9
1
Booked
61
101
46
105
17
Not booked
81
375
39
122
45
Not booked
320
618
147
393
83
Fire
79%
77%
84%
82%
79%
Moving & Handling
77%
76%
74%
82%
82%
Staff
1155
1754
550
1397
619
Staff
1153
1725
549
1396
622
Trained
915
1345
464
1140
488
Trained
893
1313
407
1148
510
Booked
72
42
16
38
30
Booked
91
76
41
46
5
Not booked
168
367
70
219
101
Not booked
169
336
101
202
107
Health & Safety
67%
63%
86%
85%
70%
PMVA
71%
41%
76%
62%
62%
Staff
54
140
21
13
102
Staff
1751
487
1055
1020
244
Trained
36
88
18
11
71
Trained
1240
200
805
633
151
Booked
6
1
1
1
4
Booked
353
22
121
201
23
Not booked
12
51
2
1
27
Not booked
158
265
129
186
70
Corporate Induction (inc Jnr Doc)
78%
70%
62%
79%
82%
Resuscitation
71%
74%
80%
79%
55%
Staff
111
351
58
198
144
Staff
1807
2879
963
2231
330
Trained
87
246
36
157
118
Trained
1286
2131
767
1753
183
Booked
13
13
1
8
1
Booked
108
80
101
88
5
Not booked
413
670
95
490
142
Safeguarding (adults/children)
80%
72%
82%
85%
81%
Not booked
11
92
21
33
25
Local Workplace Induction
68%
36%
52%
69%
65%
Staff
112
353
54
198
46
Staff
2137
3194
1057
2922
423
Trained
76
128
28
137
30
Trained
1704
2302
862
2495
342
Booked
NA
0
0
0
0
Booked
171
173
60
156
23
Not booked
36
225
26
61
16
Not booked
262
719
135
271
58
Notes:
• Activity - each subject area of statutory training without showing individual course types
• Booked - a committed place on a training course, i.e. a plan to achieve currency of training
• Not booked - the remaining ‘gap’ where no action has been taken to achieve currency of training
17
Statutory Training - Risk Level 1 – Ward Registered Staff
The following courses have been selected as high risk for the highest risk group; All registered staff working on inpatient wards.
Course
Performance
%
Total
Staff
Staff
Training
Trained required
Already
Booked
Action required
Places available in next 3 months
Fire Awareness
80
842
675
167
39
Book 128 places & attend
150 places up to 31/3
Induction - Local Workplace
47
96
45
51
0
841
731
110
42
Managers to input date on
OTR
Book 42 places & attend
Infection Control - Classroom
87
479 places up to 31/3
Infection control - Workbook
69
773
531
200
0
PMVA Full Course Teamwork
92
266
244
22
6
Completion of workbook by
individual
Book 6 places & attend
33 places up to 31/3
PMVA Full Course Recertification
72
208
150
61
33
Book 28 places & attend
PMVA Short Course Teamwork
85
96
82
14
6
Book 8 places & attend
PMVA Short Course Recertification
71
84
60
24
16
Book 8 places & attend
Resuscitation Assessment ABLS & AED
75
842
630
212
56
Book 156 places & attend
Resuscitation eLearning ABLS & AED
80
842
665
177
0
Completion of eLearning by
individual
70 places 31/3
(55 places not used Apr-Dec 2012)
16 places available in Feb
(35 places not used Apr- Dec 2012)
19 Places available in Jan/Feb
( 72 places not used Apr-Dec 2012)
396 places to 31/3
Actions:
In conjunction with the Chief Operating Officer and the Director of Nursing & Clinical Standards, new strategic principles for statutory and mandatory
training have now been agreed to prioritise patient safety and address staff perception. These include:
― Assign to staff groups a ‘risk’ rating to ensure that those in the higher risk category are given priority access to training
― Assign to each subject a ‘priority’ rating to reflect those with the greatest impact on patient (or personal) safety
― Rebrand ‘statutory & mandatory’ to ‘Patient & Personal Safety Training’ (PPS) from Q1 2013/14 to help shift the emphasis and increase
relevance to patient safety. This follows success in other benchmarked Trusts.
Impact:
• Performance target can be achieved within 3 months subject to the following:
• recruiting to budgetted establishment
• sickness and turnover being within target
• the ability to release staff from wards whilst maintaining safe service delivery
• training places booked are not cancelled and DNAs are avoided.
18
PDRs
December – improved to 91%.
PDRs
100
90
80
70
60
50
40
30
20
10
0
80
71
83
88
89
91
91
90
•
Within December, 76 PDRs became out of date as the last month of the old cycle of
random PDR dates took effect. The main areas affected have been reminded of the need
for an interim PDR before the next PDR in Q1.
•
The current gap of 348 (non-medical) individuals without a reported PDR have been
identified by name and notified to divisions to ensure managers resolve this by the end of
Q4.
•
50% of these are within OCSD where the Divisional Director is taking action with Heads of
Service to complete data entry and/or PDRs.
•
Data cleansing and information on completion dates is being concluded with line managers
for two other units (Bucks S&LT and Re-Ablement Service) in which 140 staff have TUPE’d
in to the Trust. These will be included in reports from January when confirmed.
91
Numbers
73
22
174
22
57
348
Numbers
10
0
6
20
36
19