Transcript Slide 1

Workforce Performance Report
March 2013
Jayne Halford
Deputy Director of HR
Caring, safe and excellent
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Headline HR KPIs
Recruitment Solutions is an internal agency
focussing on recruiting administrative staff. The
chart above shows the impact on savings by
utilising this internal resource rather than using
external agencies.
.
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SPECIALIST MENTAL HEALTH SERVICES - PERFORMANCE AGAINST TARGET –
ALL INDICATORS
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SPECIALIST MENTAL HEALTH SERVICES - PERFORMANCE AGAINST TARGET –
ALL INDICATORS
Sickness:
Sickness is at 5.00% which is a reduction from previous month’s figure and includes 33 staff on long-term sick, 22 of which are on-going.
Areas of concern are as follows:
•OA Chiltern 18.54% (8 staff) - An experienced Adult CMHT manager has been seconded to the team with one of the priorities being to resolve the LTS
(12.13%) (2 staff) and robustly manage the short and medium term sickness.
• North West CMHT 12.35%(5 staff) of which 11.76% (2 staff) is long term. One LTS case is being resolved through retirement at the end of March. A Modern
Matron for Community is supporting the manager with LTS in partnership with HR.
• Cromwell Ward – 9.60% (7 staff) of which is 6.33% (2 staff) is long term. Historically this ward has had sickness below the KPI but has two staff who are
recuperating from surgical operations.
• Allen Ward 13.22% (14 staff) of which 4.8% (2 staff) is long term. Extra resource has been identified to focus on reducing sickness levels.
• Sandford Ward 13.49% (8 staff) of which 9.33% (3 staff) is LTS. A Modern Matron is currently covering the Ward Manager role. 2 cases are going to
medical discharge.
• Portland Ward and Kimmeridge Ward are both reducing their sickness levels. Portland currently have 10 staff on informal sickness management who have
reached the triggers. Fiennes is reducing its sickness level since having a new substantive manager appointed who is being coached and supported by the HR
team.
Recruitment
The second tranche of central advertising closed at the end of March and having changed the advert text and split out locations and patient type we had 492
applications compared to 39 on the first tranche. Some of these will be duplications but the indications so far are that Bucks Adults successfully recruited to all
their Band 5 qualified staff and had others that could have been appointed and are willing to work in Oxford. Those involved reported that the quality of
candidates was excellent. HCA interviews take place on the 15th April for the Bucks role. Oxford Qualified and Unqualified interviews are taking place at the
moment. Tranche 3 has already closed so we anticipate that all wards will have enough staff to fill vacancies and over recruit where appropriate, Due to the
large uptake in future the adverts will run monthly rather than fortnightly. While staff are going through the recruitment process the inpatient wards in Oxford
have had agreement to employ agency staff on 3 month contracts through NHSP or external agencies. This will increase the agency spend but there will be a
larger decrease in the substantive pay bill to compensate. In March 2013 Sessional usage was at 84.26 wte – in view of the above recruitment we will see a
reduction in months to come.
Casework
Open cases number 3 in Bucks and 4 in Oxon. 4 cases were closed in March – 2 of these went to appeal stage but the appeals were unsuccessful. In one
case the individual resigned before the investigation started . In a 4th case there is to be no further action.
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Oxfordshire Community Services –Performance against Target – All Indicators
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Oxfordshire Community Services – Performance against Target – All Indicators
Sickness
Sickness remains above Trust target in all areas of the Division apart from Oxon Community Management and is highest within District
Nursing at 5.5 % of which 12.48% is notable in the south-east locality. Management of sickness absence continues to be a high priority for the
Divisional HR team. HR are also attending Community Nursing locality meetings to provide support to managers regarding sickness absence
levels and two separate absence management training sessions have been delivered as part of the action plan to address sickness absence
within the service. To date all Band 7 staff in the service have received this training and the HR team continue to work towards delivering this
to all Band 6 staff. Further training from HR has also been provided in March though delivery of training on Managing Performance at the
Community Hospital’s Deputy Ward Manager development day and the presentation regarding recruitment partnership working was also
shared with Community Hospital Unit managers.
The HR team also provided input into the Countywide Services away day regarding partnership working between HR and services. Absence
management continues to be a priority within the Division with decisions in March that seven staff will exit the Trust in March due to proactive
formal management of ill health situations. Six of these staff were from Community Hospitals and one from Community Nursing. They are
evidence of a proactive formal approach to management of long term sickness across the Division. We continue to manage five staff formally
regarding long term sickness absence and manage 2 disciplinary processes. Agency levels continue to rise within the Division and HR are
working with Unit managers to monitor this situation and focus attention on recruitment and sickness absence management
Turnover
The Division remains slightly over the Trust target at 12.58%; however this does incorporate some areas where turnover warrants
supplementary analysis and action, specifically within some Community Nursing Teams. Analysis is currently taking place and actions will
follow from this. Turnover remains a concern within some of the Community Nursing teams. The overall turnover for the service is 14.7%
however there are particular high spots, with the West locality being at 26% and the South East locality 24.4%.
Bank and Agency
Bank and Agency spend is below the Trust target. Usage continues to be predominately within Community Hospitals. Community Hospitals
used 97 shifts during the week ending 31st March 2013, representing 37% of the total shifts used with 14 shift requests (11%) due to
escalation beds and 48 shift (39%) requested due to sickness absence. Overall performance YTD averages 49.5 shifts per week, which is
below the Trust target of 60. Didcot and Wallingford continue to be the highest users.
Vacancies
The number of vacancies has continued to rise to currently 139 of which 69 are at offer accepted and 27 cleared to start.
Casework
There are 18 open cases in the Division which are being proactively managed. 11 of these are ill health capability cases and in 5 of these
cases the employee has been dismissed with notice on the grounds of capability. There are 4 Capability Performance cases where formal
action plans are in place. There is 1 Dignity at Work/Grievance case which is about to be closed with further informal action to follow. There
are 2 Discipline and Conduct cases which are at the investigation stage. There is 1 Employment Tribunal claim which relates to withdrawal of
an employment offer and Disability Discrimination is being cited.
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Childrens & Families Services - Performance against Target– All Indicators
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Childrens & Families Services – Performance against Target – All Indicators
Sickness Absence: 3.05%
Lowest % across the operational divisions, including short/medium and long term % .
We have seen a reduction this month of 0.4%. There are 3 areas above Trust Target:
•Bucks Community 5.25% (8 staff, 4 of which are long term sick) however a reduction of 0.18% from last month) and has continued to
show a decrease over Dec 12 – Mar 13.
•C&SH 8.73%. relates to 8 staff, 3 long term and 5 short term absences. HR have worked closely with senior management , which has
resulted in 2 long term cases returning to work in March, which should be reflected in next month’s figures. Of the 5 short term cases
these have been identified as seasonal e.g. colds/flu.
•Psychological Therapies 4.19%, this relates to one long term illness which HR and OH have supported. Other absences are short term.
Top reasons for absence:
Anxiety/stress/depression/other psychiatric illnesses – 25.76% which is in line with Trust statistics, Benign and malignant tumours, cancers
– 13.22% , Cold, flu = 10.71%
Recruitment:
Total number of vacancies has reduced and is the lowest number over the past 12 months, i.e.132 vacancies in the pipeline. 76
candidates have accepted an offer of employment, of which over 30% have confirmed a commencement date of employment. A number of
negatives in vacancies figures derive from negative cost improvement savings i.e. Posts have been deleted but not allocated budget-wise
to the appropriate cost centre.
Initiatives:
ER/Recruitment teams have continue to take a proactive, collaborative approach and have provided a number of bespoke training
sessions and support to managers, this has reflected in the vacancy fill rates and low sickness absence rate.
Casework:
10 formal cases are currently being managed and all have associated HR action plans:
One is a Grievance; this is currently being investigated under formal stage 1. Five are Disciplinary; three involve suspensions. All are
under investigation/investigation manager appointed report to be concluded within the next 2 weeks. One has progressed to a hearing
which has been scheduled for April. Two are Capability; both relate to performance and are at the formal 1st stage
Two are ill Health and retirement applications have been completed and are now with Occupational Health/Pensions Agency.
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Specialised Services – Performance against Target – All indicators
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Specialised Services – Performance against Target – All Indicators
Sickness
The main sickness absence issues in the Division concern long term cases. It is anticipated that absence should reduce as a number of cases
start to return to work:
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Bullingdon Admin Team – 1 admin employee absent since 1/7/12. MARS application has been approved and she will therefore be leaving
the Trust.
Huntercombe Prison Healthcare – 1 HCA long term absence returned to work on a plan agreed between line management, Occupational
Health and HR.
Low Secure Forensic Service – 1 HCA absence since Sept 2011 will leave on Ill Health Retirement, 1 Occupational Therapist absent since
August 2012 returning to work on a plan agreed by line management, Occupational Health and HR, 3 medium – long term cases returning to
work on Wenric ward.
Medium Secure Forensic Service – 1 Housekeeper absent since February 2012 has clearance from her GP and Occupational Health to
return to work, 1 long term absence from Watling ward continues following an assault by a patient (employee has submitted Employer’s
Liability claim)
Specialised Community Services – 3 medium to long term cases in Salaried Dentistry Service are being managed appropriately.
Turnover:
The rolling 12 month turnover figure is inflated due to issues associated with Bullingdon Prison Healthcare, an organisational change in Harm
Minimisation Service and a small number of leavers from Luther Street. There does not appear to be an underlying cause for concern in these
areas.
Bullingdon:
The healthcare service and staff TUPE transferred to Virgin Care with effect from 1 April 2013. This will have an impact on the turnover and bank
& agency statistics.
Bank, Agency & Sessional Contracts:
The Forensic Inpatient service rarely uses bank or agency, the first preference being Sessional contracts. The latest reports show that in
Forensic Inpatient Services the totals were: Bank & Agency 2.7%, Sessional 9.3%. Sessional shifts are cheaper than bank or agency as there is
no agency fee. However the pool of Sessional staff is small in some areas – particularly Milton Keynes. Working hours reports are reviewed to
ensure staff are not working excessive hours. In Huntercombe healthcare service the use of bank and agency has been high due to high levels
of absence. As sickness absence levels reduce in the service the use of agency should reduce. Discussions continue with the manager about
establishing a pool of Sessional workers.
Casework
Casework levels in Specialised Services are higher than other Divisions (14 cases). The figures are inflated by 4 individuals involved in one
specific issue that is being investigated on Thames House. The Investigating Officer has advised the investigation report will be completed by 14
April 2013. Discussions with senior staff suggest that the reasons for high level of casework include the number of rules and policies in Secure
Services and high standards.
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Statutory Training - Trust
Trust performance - March 2013
• As forecast previously, the higher incidence of staff holidays during March
and the continuing pressures on staffing resulting from increased demands on
clinical services during the winter months, impacted on performance, reducing
it to 81% in the month.
• Using the risk based reports, OCSD and performance within the lower risk
category 4 (non-registered community staff) at 68% requires further attention.
• Despite the reduced performance, there continues to be a reduction in the
overall ‘training gap’.
Risk Groups
Actions
• Alternative approaches are under review with the Re-ablement service to address the Risk Category 4 performance within OCSD.
• Additional induction events have been scheduled to reflect the recruitment of new staff and offer further places to those yet to attend
induction.
• Facilitated support has been given to more ward areas to enable the completion of eLearning through staff attending groups sessions
within the L&D Centre.
• In conjunction with Medical Education Supervisors, the low performance of Junior Doctors is being targeted, particularly following the
February intake.
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Statutory Training by Division
Specialist Mental Health
Specialised Services
Oxon Community Services
Alternative approaches are under review with the Reablement service to address the Risk Category 4
performance within OCSD.
Corporate Services
In conjunction with Medical Education
Supervisors, the low performance of Junior
Doctors is being targeted, particularly
following the February intake.
Children & Families Services
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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
78
819
659
182
32
Book 150 places & attend
377
Induction - Local Workplace
64
85
54
31
0
Managers to input date on OTR
n/a
Infection Control - Classroom
90
818
734
69
15
Book 54 places & attend
171
Infection control - Workbook
78
749
588
161
0
n/a
PMVA Full Course Teamwork
93
259
240
19
9
Completion of workbook by
individual
Book 10 places & attend
PMVA Full Course Recertification
71
214
153
61
30
Book 31 places & attend
PMVA Short Course Teamwork
78
97
76
21
7
Book 14 places & attend
PMVA Short Course Recertification
57
75
43
32
6
Book 26 places & attend
26 - Additional Course (16)
being Scheduled
Short course being phased
out and replaced with full
course
Resuscitation Assessment ABLS &
AED
Resuscitation eLearning ABLS & AED
72
817
586
231
84
Book 147 places & attend
405
74
817
608
209
0
Completion of eLearning by
individual
n/a
20
Actions:
Dedicated L&D staff resource has worked with ward managers and their staff to ensure completion of eLearning.
An eLearning solution for infection control has been developed with sections tailored for specific groups.
A decision has been taken to require staff in Older Adult wards to have extended PMVA training in order to improve patient safety.
Impact:
Supporting staff on eLearning will provide an alternative to class-room attendance across several training subjects.
Providing an alternative delivery method for infection control targeted at specific groups will enhance the relevance and completion of training.
The extension of PMVA training for OA staff will necessitate increased training provision and may reduce performance against target during
implementation of the change.
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Mandatory Training
Target
Staff
Care Programme Approach
90%
85%
645
579
24
42
Clinical Risk Assessment & Management
80%
85%
1092
877
0
215
Complaints
86%
85%
35
30
3
2
Dual Diagnosis Tier 1
80%
85%
1352
1083
n/a
269
eLearning available
Falls Awareness
55%
75%*
1129
625
116
388
New e-Learning solution from Qtr1
Food Hygiene
83%
85%
1480
1229
34
217
222 places available
Information Governance
75%
85%
5422
4066
40
1316
eLearning or classroom
Managing Risk
64%
85%
39
25
n/a
14
eLearning
Medicines Management
38%
85%
119
45
0
74
eLearning solution in Qtr1
Mental Capacity Act
78%
85%
1345
1052
122
171
145 places available
Mental Health Act
84%
85%
3596
3009
232
306
132 places available
Safe & Supportive Obs (new starters)
53%
85%
36
19
n/a
17
Online competence assessment available
Supervision
70%
85%
3904
2726
0
1178
Activity
Not
Trained Booked booked
Notes
(places available within next 3 months
shown)
Trust
Achieved
62 places available
Course under review - facilitator shortage in
Nursing & Clinical Standards Directorate
64 places available
eLearning or classroom
Notes:
• Activity - each subject area of mandatory training without showing individual course types
• Trust Achieved - actual performance level i.e. trained staff as proportion of all staff requiring training
• Target - unless indicated with * this will be 85%. * shows a current phased target.
• 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
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PDRs
March – improved to 93%.
•
This represents a significant change from the low point of 71% in Q1, i.e. a
31% improvement over the year.
•
OCSD has improved to 89% i.e. 3% within the month.
•
With the new PDR cycle starting from April, divisions need to complete all
reviews by the end of Q1.
Numbers
54
25
198
34
55
366
Numbers
7
0
7
15
29
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