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Trust Board Meeting: Thursday 3rd May 2012
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Title
Quarterly HR and Workforce Report : Month 12
Board Lead
Ms Sue Donaldson, Director of Workforce
Status
A paper for information and discussion
History
Quarterly Workforce Reports 2011 – 2012 (and previous)
Board Lead(s)
Ms Sue Donaldson, Director of Workforce
Key purpose
Strategy
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Assurance
Policy
Performance
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Summary
This report provides an update in respect of performance against agreed workforce metrics for the
period January to March 2012 and during 2011/2012. It outlines proposed targets for the coming
year 2012/2013 which are due to be considered by the Workforce Committee at the end of May.
The report also provides an update on the key HR and workforce challenges and initiatives during
the final quarter of the year.
The following items are highlighted:
1.
Workforce expenditure has exceeded planned levels for 2011/12. The use of temporary
staff has supported the Trust in responding to activity levels above plan.
2.
Sickness levels at March 2012 at 3.4% are slightly above plan and work continues to
manage down in line with Department of Health guidelines.
3.
Although turnover during the course of the year has been impacted by the Mutually
Agreed Resignation Scheme (MARS), the underlying rate of 11% at month 12 is within
plan.
4.
Appraisals and Statutory and Mandatory training continue to be a priority for the Trust,
particularly in the context of the 2011 Staff Survey results.
5.
The OUH has elected to join other NHS Trusts in the ‘Listening into Action’ (LIA)
Programme, described in the Health Service Journal (19 April 2012) as a pioneering
approach to staff engagement and empowerment.
6.
The results of the NHS 2011 Staff Survey have now been published by the Department of
Health. There were improvements in the OUH overall staff engagement rate from 3.66
to 3.68 (score out of 5).
7.
To support the introduction of a new ‘Staff Pledge’ in the NHS Constitution, which came
into effect in March 2012, the Trust has undertaken a desktop review of OUH
procedures and has updated communication and advice to staff.
8.
The Trust has met the statutory obligation to publish information by April 2012 to
demonstrate its compliance with the duty imposed by Section 149 (1) of the Equality Act
(2010).
9.
Fifty senior managers within Divisions and Corporate functions undertook training
facilitated by the Centre for Workforce Intelligence on the production of Workforce
Plans during February 2012.
10.
Work on the Trust’s Workforce Strategy continues in the context of the OUH application
to become a Foundation Trust. Once agreed, this will inform the basis of HR and
Workforce Reports during 2012/2013.
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At a glance…
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Metric
Target
Performance Against
Target
Workforce Expenditure £
£405,194
£422,591
2.5%
4.4%
1%
1.2%
Sickness Absence
3.25%
3.4%
Rolling Year Turnover
11-15%
underlying rate 11%
Non-Medical Appraisals
rolling 12 month %
80%
c.74% (tbc)
Consultant Medical
Appraisals at 31 March
2012
80%
c.77%
Statutory and Mandatory
Training %
80%
c.74%
Bank/Agency costs as
percentage of payroll
Overtime and additional
hours as a percentage of
payroll
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Quarterly Workforce Report – January 2012 to March 2012
Introduction
1.
This report provides an update in respect of performance against agreed workforce targets
for the period January to March 2012 and during 2011/2-12. It outlines proposed targets for
the coming year 2012/2013 which are due to be considered by the Workforce committee at
the end of May.
2.
The report also provides an update on the key HR and workforce initiatives and challenges
within the Trust during the final quarter of the year.
3.
The Trust Board is invited to note the contents of the report and to discuss any issues arising.
Workforce Targets
Workforce Expenditure and Staff Numbers
4.
At the end of March 2012 pay budgets were overspent by £17.4m. As previously reported
this is due principally to activity and capacity issues which have impeded the delivery of cost
improvement projects to reduce workforce expenditure, including planned ward closures
during 2011/2012.
5.
Expenditure on bank and agency staff at month 12 was circa £18m or 4.4% of total pay costs,
rising to £24m or 5.6% of total pay with the inclusion of overtime payments.
6.
Total staffing numbers measured in whole time equivalents ‘WTE’ (all substantive and
temporary staff) have remained relatively constant since the merger of the NOC and ORH in
November 2011. In November 2011 this figure was 9,399 WTE and by March 2012 the figure
was 9,388 WTE. The numbers of substantive staff have reduced by approximately 100 WTE
between the two dates. This aligns with planned leavers from the Mutually Agreed
Resignation Scheme (MARS).
7.
During 2012/13 workforce expenditure targets are directly linked to budgets net of cost
improvement requirements. Divisional Management Teams have recently completed
workforce plans, following supporting workshops led by the Centre for Workforce
Intelligence, and these will be reviewed at the imminent Performance Compact meetings.
Sickness Absence – Annex A
8.
Sick absence levels during the final quarter were 3.4% and 3.4% for 2011/2012 against our
internal target of 3.25%. This is the same level as 2010/2011 within the ORH. As in previous
years, autumn/winter months were higher than spring/summer.
9.
The top three reported sickness reasons have been reasonably consistent.
Colds/coughs/influenza account for 29%, gastrointestinal 18% and headaches/migraines
account for 9% of absences. These illnesses tend to be short term in nature.
10. During the financial year the profile of short term to long term sick has altered little. Short
term sickness, as defined by an absence of 7 days or less, accounts for 87% of reported
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absences and 30% of total WTE lost via sickness. In the first six months of the year these
figures were 86% and 28%. The majority of staff groups reflect these percentages. It is
important to understand this distinction and the key causes of absence in order to ensure
appropriate targeted action is taken by managers, support by HR and Occupational Health
Services.
11. Benchmarking (iView) indicates the average absence rate for 2011 within acute teaching
hospitals was 3.9%. Local comparisons show Southampton at 3.4% and Portsmouth at 3.3%.
12. The Department of Health have set a national target for sick absence to be below 3% by 2014.
In this context the proposed target for 2012/2013 is 3.2% then to 3% the following year.
13. Targeted intervention in directorates where absence is above the Trust target continues and
the Health and Wellbeing Group recently reviewed sick absence causes and patterns of
referral to the Occupational Health Department to assess what further support should be
provided to staff and managers. One of the early priorities identified is providing stress
management training, this will shortly be made available across the Trust. The Group have
also been exploring how to roll out the good practice and systems utilised within the
Musculoskeletal & Rehabilitation Division (formerly NOC) where the twelve month rolling sick
absence is 3.1%.
Turnover – Annex B
14. Turnover during the first quarter was 12.8% up from c.10.5% at the ORH pre-merger.
However, as previously reported to the Trust Board, the latest figure includes c.100 MARS
leavers and the impact of staff from the NOC who, as part of corporate restructuring, moved
to a different payroll provider.
15. By removing these staff, the underlying turnover at 31 March 2012 was c.11%, slightly higher
for the new organisation than the previous ORH figure as the NOC was running at c.12.5%
pre-merger. The Musculoskeletal & Rehabilitation Division continues to have high turnover,
at 13.1% it is the highest division.
16. Between April 2011 and March 2012, the Resourcing team processed 38,595 applications for
employment and placed 1,300 advertisements on NHS Jobs. Table 1 outlines applicants by
staff group.
Table 1: Advertisements and Applicants by Staff Group 1 April 2012 to 31 March 2012
Staff Groups
Advertisements
Applicants
114
6,880
44
945
Administrative & Clerical
457
16,390
Allied Health Professionals
128
2,875
Estates & Ancillary
11
357
Healthcare Scientists
54
2,120
Additional Clinical Services
Additional Professional Scientific & Technical
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Staff Groups
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Advertisements
Applicants
Medical & Dental
170
4,263
Nursing & Midwifery Registered
322
4,765
1,300
38,595
Grand Total
17. Between April 2011 and March 2012, the Resourcing Team advertised 36 Consultant
vacancies which generated 353 applications. There were 26 Advisory Appointment
Committees (AACs) convened from which 31 Consultants were appointed.
18. The Resourcing Team has worked with OHIS to design an e-VCF system to enable Divisions to
accurately track their vacancy control forms through the approval process and ensure they
have accurate records of their approved vacancies. The system has been rolled out across the
Divisions with further rollout planned to the Musculoskeletal & Rehabilitation Division and
Corporate areas. The rollout will be completed by June 2012.
19. In terms of benchmarks, the Association of UK University Hospitals (AUKUH) Trusts are
showing between 10% to 14%. Local comparisons show Southampton at 9.7% and
Portsmouth at 8.1%, although generally figures across South Central are higher.
20. The proposed turnover target for 2012/2013 is to remain at or around 11%.
21. It is recognised that, whilst some turnover is good for the Trust, excessively high levels of
turnover are costly in terms of potential disruption to services during the recruitment process,
especially when skills are in scarce supply and the recruitment process is thereby protracted.
The Workforce Committee is currently reviewing the impact of high turnover in certain
specialties (eg. Cardiac, Theatres, Orthopaedics, etc.) and seeking to assess how a strategic
approach might help resolve this issue.
Appraisals – Non-Medical
22. The number of non-medical staff appraisals completed in the rolling 12 month period ending
31 December 2011 was 74%, according to local records held by Divisions and Corporate
Directorates. Current indications are that this has been maintained in the final quarter and
the position will be confirmed as part of the quarterly performance review process.
23. The appraisal target is currently 80%. The 20% differential is to reflect staff not
available/eligible for appraisal, such as those on maternity leave, long-term sick absence, new
starters, etc. However, in 2012/2013 it is proposed that the target is set at 100% of
available/eligible staff, the adjustment will then more accurately reflect the circumstances of
each area.
24. Whilst considerable attention has been given to ensuring appraisals are undertaken and this
must continue, the focus has shifted to include improving the quality of appraisal discussions
and documentation, particularly in the context of the 2011 staff survey feedback. A new
appraisal, linked to the new Trust values, is under development and is on track for completion
by June 2012.
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Appraisals – Consultant Medical Staff
25. Over 400 or 77% of expected consultant appraisals have been returned to the Medical
Director. It is anticipated more will be returned in the coming weeks.
26. Work on the new appraisal documentation to support revalidation continues. A business case
setting out the approach and resource implications, now the full implications of revalidation
are understood, will be presented to Trust Management Executive shortly.
Statutory & Mandatory Training
27. Throughout the year a range of training programmes, including e-learning, have been offered
to staff to ensure that there has been sufficient training capacity to maintain compliance.
Compliance has been managed through the Quarterly Divisional Performance Reviews.
28. An initial end of year assessment of compliance for the core statutory and mandatory
programmes is 74%, based on the records from the Trust’s Learning Management System
maintained by the Learning and Development Team. This will be verified in the imminent
quarterly performance reviews in May 2012 against divisional records.
29. During the last quarter a comprehensive review of Statutory and Mandatory Training has
been completed and the introduction of a competence based approach for 2012/13 has been
agreed with the Trust Management Executive. A new policy and framework has been
approved following extensive benchmarking of best practice across the NHS. The benefits of
the new approach include:
- Measuring competence rather that attendance, focusing on knowledge acquired during
training;
- Giving increased access to training and competency assessments through new
programmes, a variety of classroom based, e learning and workbooks;
- Providing staff with the opportunity to demonstrate they are currently competent thereby
negating the need to be re-trained.
30. A new web-based Learning Management System has now been procured to simplify the
processes for accessing training and to improve reporting/recording of compliance. This will
be fully implemented during the first quarter of 2012/2013.
31. As the Trust transfers from the old to the new way of measuring compliance (from attendance
to competence), the competence compliance achieved will be rebased on 1 April 2012 and
will then need to increase over 2012/2013 in line with an agreed trajectory, as shown below.
The target for March 2013 is 95% compliance which will then need to be sustained during
2013/2014.
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Period
Target
Q1 April – June
25%
Q2 July – September
55%
Q3 October – December
80%
Q4 January – March
95%
Employee Relations (ER) Cases
32. Although there are no internal targets, it is usual at year end to report the number of
Employee Relations cases to Trust Board. The table below therefore shows a comparison of
the number of ER cases recorded in 2010/2011 compared to 2011/2012. The information
does not include the NOC as records are not available for 2010/2011.
Case Type
2010/2011
2011/2012
Bullying & Harassment
6
20
Capability/Performance
12
12
Conduct
56
63
-
11
11
8
7
28
92
142
Concerns at Work
Grievance
Sickness
TOTAL
33. From April 2012 an improved recording system via the Electronic Staff Record has been
implemented including reporting outcomes and compliance with HR policies. Benchmarking
is also underway across the Association of UK University Hospitals (AUKUH) Trusts and a
report is due shortly.
34. The increase in the number of sickness management cases reflects the focus on reducing
sickness absence. Increased cases of bullying and harassment claims is under review and early
findings suggest that the increase may be as a result of staff feeling more able to report
behaviours that they find unacceptable. The new ‘Raising Concerns at Work Policy’ appears to
have had some impact in 2011/2012 as there were no reported cases under the previous ORH
‘Whistleblowing’ Policy.
HR and Workforce Initiatives and Challenges
Staff Engagement
35. Following the approval of new Trust values in January 2012, work has continued on putting
our new values into action through our policies, practices and processes. Part of this work has
included identifying behaviours that support the Trust values in Delivering Compassionate
Excellence.
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36. Staff from a range of roles and sites have looked at the values and worked through what this
means to them and how they would explain expected behaviours to a new member of staff.
37. These draft behaviours are being tested within the organisation, for example through a poster
display at the Empowered to Care Conference on 8 May 2012. The behaviours will be
presented to Trust Management Executive and Trust Board for consideration in June.
38. By taking a value based behaviour approach, it should be clear for current and new staff what
standards of behaviour are expected, as well as identifying behaviours that are not
acceptable.
39. An example of how behaviours can be used is in our recruitment processes where there is
evidence that taking a value based approach to assessment can ensure a better ‘fit’ of
candidate. This has formed the basis of a bid to the Health Foundation in partnership with the
NSPCC. The Trust has been shortlisted to the final 15 and has been invited to interview on 30
April 2012. The award is for £420,000 of funding over 3 years.
40. To support the on-going work, in discussion and agreement with Trust Board, the OUH has
elected to join other NHS Trusts in the ‘Listening into Action’ (LIA) Programme, described in
the Health Service Journal (19 April 2012) as a pioneering approach to staff engagement and
empowerment. LIA has already been used in other hospitals focussing on how staff can
improve outcomes for patients and themselves. The Programme starts in May 2012.
Staff Survey
41. The results of the NHS 2011 Staff Survey have now been published by the Department of
Health. There were slight improvements in our overall staff engagement rate from 3.66 to
3.68 (score out of 5). A comparison of the relative position of the OUH against the AUKUH
Trusts indicates that when measured against the number of improved factors, the Trust is one
of the five Trusts in the country that has shown improvement. The ranking for the Trust on
this measure is 4 out of 41.
42. The survey indicated that:
a. People felt valued by their work colleagues
b. Staff felt that their role made a difference to patients
c. Staff felt that the incident reporting procedures were fair and effective
d. A low number of staff had experienced physical violence.
43. However, we need to make continued improvement around:
a. Access to and quality of appraisals and job related training
b. Work life balance
c. Aspects of health and well-being.
44. The results of the survey have been fed back to mangers, staff and Trade Union
Representatives as will the results of the action plan.
45. Local (divisional and directorate) and organisational plans are being developed. These will be
reviewed at quarterly performance reviews and the Workforce Committee in May 2012.
Raising a concern at work
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46. To support the introduction of a new Staff Pledge in the NHS Constitution; which came into
effect in March 2012; “Staff pledge 5 - To support all staff in raising concerns at the earliest
available opportunity about safety, malpractice or wrongdoing at work, responding to and,
where necessary, investigating the concerns raised and acting consistently with the Public
Interest Disclosure Act 1998”, the Trust has undertaken a desktop review of current
procedures and has updated communication and advice to staff.
47. A campaign called “If you see something say something” has been launched, with
communications via OUH News supported by posters. The intranet has also been updated
ensuring that the new NHS national hotline number is publicised as well as the local ‘raising
concerns’ procedure. Where professional bodies have issued guidance, such as the General
Medical Council, relevant links have been included.
Equality and Diversity
48. The Trust has met the statutory obligation to publish information by April 2012 to
demonstrate its compliance with the duty imposed by Section 149 (1) of the Equality Act
(2010).
49. The Reports on demographic data relating to patients and staff and patient survey and
complaints information has been provided. Six objectives have been set and actin plans will
demonstrate progress against these objectives during 2012.13. Focus is placed upon:
a. Communications to satisfy patient needs
b. Improvement in patient experience across all 9 protected characteristics
c. Raising awareness of equality and diversity amongst staff
d. Reducing incident of perceived harassment and bullying of staff
e. Supporting the University of Oxford Medical Science Division in the achievement of the
Athena Swan Silver Award by 2012. The award recognises good employment practice for
women working in science in higher education and research.
50. The Trust has been successful in renewing its commitment to using the `two tick’ disability
symbol having committed to support staff with disability.
Trade Union Recognition Agreement
51. A new trade union Recognition Agreement has been developed which integrates existing
policies and harmonises the staff side arrangements across all four hospital sites. It provides
formal arrangements for consultation and negotiation with management and eight trade
unions.
52. Facilities and time off for Trade Union representatives is determined in accordance with
Agenda for Change Terms and Conditions of Service Handbook and Arbitration, Conciliation
and Advisory Service (ACAS) code of practice.
Tender process for single payroll provider
53. A Payroll Tender Group comprising of colleagues from the HR, Procurement, Finance and
Internal audit departments was established to run the tender process which will result in the
award of a five year contract from October 2012. This will also mean that payroll services will
be provided by a single payroll provider.
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54. Ten responses were received from the Payroll Tender advert placed in March 2012. Of these
ten, five submitted detailed tender responses which were assessed and scored by the Payroll
Tender Group. Financial analysis is currently underway to determine the new payroll
provider, with the contract due to commence on 1st October 2012.
55. The e-Rostering project has successfully been rolled out to over 125 wards and departments.
In the last half of the financial year, there has been further development to pay employees
directly from information held on the rostering system. There are now over 3,000 employees
paid in this way, reducing the need for a duplicate eTurnaround document being sent to the
payroll provider each month.
Pension Reform
56. Following the final publication of the ‘Head of Agreement’ outlining the final details of the
proposed changes to public sector pensions, briefing sessions, to help staff understand the
implications, were held during March 2012. Some staff side organisations have also arranged
to brief members/staff during April.
57. It was recently announced that Unite will be inviting staff to participate in a further day of
industrial action on 10th May 2012. Other unions are still balloting although there is a very
mixed picture in respect of the focus of such ballots. A number of unions have indicated that
they believe the proposed agreement is the ‘best that can be achieved through negotiation’.
Workforce Planning
58. Fifty senior managers within Divisions and Corporate functions undertook training facilitated
by the Centre for Workforce Intelligence on the production of Workforce Plans during
February 2012. Divisions have been developing these plans over the last eight weeks in order
to align workforce with commissioning intentions and finances for the coming year.
Submissions will be reviewed in May and a Trust wide overview provided.
Workforce Strategy
59. Work on the Trust’s Workforce Strategy continues in the context of the application to become
a Foundation Trust. The latest version is due to be presented to Trust Board at the
forthcoming away-day in May. Once agreed, this will inform the basis of HR and Workforce
Reports during 2012/2013.
Recommendations
60. The Trust Board are asked to note the contents of this report and discuss any issues that arise.
Ms Sue Donaldson, Director of Workforce
Ms Kay Clayton, Assistant Director of Workforce, Strategy & Planning
Mr Glyn Allington, Workforce Planning Manager
April 2012
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Annex A
Table 1 Divisional Sickness absence fytd
YTD Sickness Absence %
Division
2010/11
Apr-11
May-11
Jun-11
Jul-11
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Jan-12
Feb-12
Mar-12
Biomedical Research
1.6%
0.4%
0.3%
0.3%
0.4%
0.5%
0.5%
0.5%
0.5%
0.4%
Cardiac, Vascular and Thoracic
4.1%
3.9%
3.7%
3.9%
3.9%
3.9%
3.8%
3.6%
3.7%
3.7%
Childrens and Womens
3.7%
3.2%
3.2%
3.5%
2.2%
2.5%
3.6%
2.9%
3.8%
2.3%
3.5%
2.8%
3.7%
3.4%
3.6%
2.7%
3.7%
Corporate
3.0%
3.2%
3.2%
Critical Care Theatres Diagnostics and Pharmacy
3.6%
3.0%
3.3%
3.4%
3.5%
3.5%
3.4%
3.5%
3.6%
3.6%
0.4%
3.8%
3.9%
3.3%
3.5%
0.6%
3.7%
4.0%
3.2%
3.5%
Emergency Medicine Therapies and Ambulatory
3.2%
3.1%
3.6%
3.7%
3.6%
3.5%
3.5%
3.5%
3.7%
3.0%
3.6%
2.9%
3.4%
2.4%
2.9%
2.9%
3.0%
3.3%
3.4%
3.6%
3.6%
3.6%
2.4%
1.9%
2.7%
3.1%
3.3%
3.2%
2.8%
2.9%
2.9%
2.9%
3.0%
3.1%
3.1%
3.2%
3.2%
3.3%
3.4%
3.4%
3.4%
3.7%
3.0%
3.6%
3.0%
3.4%
3.5%
3.7%
3.1%
3.6%
3.1%
3.4%
3.5%
0.7%
3.6%
4.0%
3.1%
3.5%
3.7%
3.1%
3.4%
3.2%
3.4%
3.4%
Musculoskeletal & Rehabilitation
Neurosciences Trauma Specialist Surgery
Operations and Service Improvement
3.8%
Surgery and Oncology
3.0%
3.1%
2.6%
2.7%
OUHs
3.4%
2.9%
3.0%
3.1%
3.3%
3.3%
Table 2 - Sickness Absence fytd (ESR defined) staff group
YTD Sickness Absence %
Staff Group
2010/11
Apr-11
May-11
Jun-11
Jul-11
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Jan-12
Feb-12
Mar-12
6.6%
5.7%
6.5%
5.6%
4.1%
5.7%
3.5%
2.7%
4.1%
4.0%
3.5%
2.8%
6.3%
5.5%
4.1%
3.9%
3.4%
2.4%
0.8%
2.4%
0.8%
Estates and Ancillary
6.2%
5.1%
5.7%
5.5%
6.1%
6.2%
6.3%
6.4%
6.6%
6.7%
Additional Clinical Services
5.9%
5.0%
5.2%
5.2%
5.3%
5.4%
5.5%
5.9%
5.7%
5.7%
Nursing and Midwifery Registered
4.0%
3.5%
3.8%
4.0%
Add Prof Scientific and Technic
3.3%
3.8%
3.2%
4.0%
3.6%
4.0%
4.1%
3.9%
4.2%
4.0%
4.4%
4.0%
4.2%
4.0%
4.1%
Administrative and Clerical
3.6%
3.0%
2.9%
2.8%
3.0%
3.1%
3.2%
3.2%
3.3%
3.3%
3.4%
Allied Health Professionals
2.4%
1.1%
2.0%
2.4%
2.7%
2.7%
2.9%
2.8%
2.6%
2.7%
Healthcare Scientists
2.2%
1.6%
1.7%
1.7%
1.8%
1.8%
2.0%
2.2%
2.3%
2.4%
Medical and Dental
0.6%
0.7%
0.6%
0.6%
0.7%
0.7%
0.7%
0.7%
0.7%
0.7%
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2.8%
2.4%
0.8%
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Annex A
Table 3 - Top 10 highest Directorates
YTD Sickness Absence %
Directorate
2010/11
Apr-11
May-11
Jun-11
Jul-11
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Jan-12
Feb-12
Mar-12
Estates and Facilities
4.5%
3.8%
4.3%
Womens Services
4.1%
3.8%
3.5%
4.2%
3.9%
4.5%
4.2%
4.6%
4.1%
4.7%
4.1%
4.7%
4.3%
5.0%
4.3%
5.0%
4.4%
5.0%
4.6%
5.0%
4.6%
5.0%
4.6%
Private Patients
2.8%
3.2%
2.5%
2.7%
3.1%
3.3%
3.6%
3.4%
3.5%
3.9%
4.1%
4.2%
4.4%
Anaesthetics Critical Care and Theatres
4.2%
3.6%
4.0%
4.1%
4.3%
4.3%
4.2%
4.3%
4.5%
4.3%
4.3%
4.2%
4.2%
3.7%
4.3%
4.7%
4.9%
4.5%
4.2%
4.2%
4.3%
4.3%
4.3%
4.2%
4.0%
3.9%
3.8%
3.7%
3.7%
3.7%
3.9%
3.8%
3.9%
4.0%
3.9%
1.0%
1.5%
2.3%
2.8%
3.5%
4.1%
4.4%
3.8%
4.4%
4.2%
3.9%
2.6%
2.6%
3.0%
3.2%
3.3%
3.4%
3.2%
3.5%
3.6%
3.7%
3.7%
3.1%
3.2%
3.3%
3.5%
3.5%
4.1%
4.0%
3.9%
3.7%
3.5%
Cardiac Thoracic and Vascular Surgery
4.7%
Emergency Medicine and Therapies
3.5%
Human Resources and Admin
4.0%
Renal
3.2%
4.0%
3.3%
1.2%
3.5%
Orthopaedics
Neurosciences
3.8%
3.0%
3.6%
3.6%
3.7%
4.0%
4.1%
4.1%
Table 4 - Short Term Sickness By Staff Group
Months 1-6
Months 1-9
Months 1-12
(Short Term) 7 days
(Short Term) 7 days or less (Long Term) 8 days or more
Staff Group
% Of Episodes % of Prorated
FTE Days Lost
or less
% Of
% of Prorated
% Of
Episodes
FTE Days Lost
Episodes
% of
(Short Term) 7 days or
(Long Term) 8 days or more
% Of Episodes
% of
Prorated
Prorated FTE
FTE Days
Days Lost
less
% Of
Episodes
(Long Term) 8 days or more
% of Prorated % Of Episodes % of Prorated FTE
FTE Days Lost
Days Lost
Lost
Add Prof Scientific and Technic
81.9%
19.3%
18.1%
80.7%
86.0%
23.3%
14.0%
76.7%
87.4%
28.1%
12.6%
71.9%
Additional Clinical Services
84.0%
28.0%
16.0%
72.0%
83.8%
26.5%
16.2%
73.5%
85.7%
29.1%
14.3%
70.9%
Administrative and Clerical
87.0%
30.4%
13.0%
69.6%
87.2%
30.5%
12.8%
69.5%
87.3%
31.5%
12.7%
68.5%
Allied Health Professionals
89.5%
28.7%
10.5%
71.3%
89.0%
32.5%
11.0%
67.5%
89.9%
32.3%
10.1%
67.7%
Estates and Ancillary
70.8%
13.5%
29.2%
86.6%
74.0%
14.4%
26.0%
85.6%
76.4%
16.8%
23.6%
83.2%
Healthcare Scientists
92.4%
45.0%
7.6%
55.0%
92.1%
40.9%
7.9%
59.1%
92.9%
44.3%
7.1%
55.7%
Medical and Dental
79.0%
13.3%
21.0%
86.7%
79.4%
14.1%
20.6%
85.9%
81.4%
15.0%
18.6%
85.0%
Nursing and Midwifery Registered
84.8%
27.5%
15.2%
72.5%
85.7%
28.6%
14.3%
71.4%
86.6%
29.5%
13.4%
70.5%
ORHs
85.5%
27.7%
14.5%
72.3%
86.0%
28.2%
14.0%
71.8%
86.9%
29.7%
13.1%
70.3%
TB2012.32_Workforce_Report_Quarter_4
13
Oxford University Hospitals
Annex B
Table 1 Divisional Turnover
LTR wte %
Division
2010/11
Apr-11
May-11
Jun-11
Jul-11
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Jan-12
Feb-12
Mar-12
Adjusted TO
Cardiac, Vascular and Thoracic
11.8%
12.6%
12.5%
14.0%
13.1%
12.3%
13.3%
13.3%
13.8%
16.0%
16.4%
15.3%
14.9%
12.9%
Childrens and Womens
9.2%
Corporate
10.1%
9.1%
10.9%
9.0%
8.7%
11.2%
9.4%
8.6%
11.7%
9.6%
8.6%
11.8%
9.7%
8.6%
11.4%
10.3%
8.6%
12.5%
10.2%
9.0%
12.2%
10.1%
9.9%
13.8%
11.0%
9.6%
13.4%
11.2%
9.4%
13.4%
11.7%
9.2%
12.3%
12.1%
8.1%
9.8%
11.2%
9.4%
9.8%
10.1%
10.7%
11.0%
10.5%
12.5%
13.0%
19.6%
20.9%
20.6%
13.1%
9.4%
9.2%
10.1%
10.5%
10.7%
12.4%
11.1%
11.5%
11.5%
12.7%
11.6%
12.3%
11.9%
12.4%
11.3%
12.5%
13.6%
12.9%
12.1%
12.8%
12.8%
9.5%
11.0%
11.0%
Critical Care Theatres Diagnostics and Pharmacy
9.4%
8.9%
10.9%
9.2%
Emergency Medicine Therapies and Ambulatory
11.5%
11.4%
11.3%
11.0%
11.2%
10.7%
10.6%
10.0%
9.9%
9.7%
9.3%
9.5%
10.1%
9.8%
8.5%
9.4%
10.2%
9.2%
8.7%
9.5%
10.2%
8.5%
8.6%
10.2%
10.1%
9.2%
8.3%
10.3%
10.2%
9.2%
9.5%
9.9%
10.3%
Musculoskeletal and Rehabilitation
Operations and Service Improvement
6.2%
Surgery and Oncology
10.0%
OUHs
10.2%
9.9%
6.4%
9.6%
10.2%
Staff Group
2010/11
Apr-11
May-11
Jun-11
Jul-11
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Jan-12
Feb-12
Mar-12
Adjusted TO
Additional Clinical Services
14.4%
13.8%
11.1%
10.2%
9.9%
7.5%
6.9%
4.9%
14.0%
13.4%
11.1%
10.7%
9.5%
7.2%
7.7%
6.5%
14.6%
13.2%
11.0%
10.4%
9.4%
6.8%
8.8%
6.3%
15.1%
12.0%
13.0%
10.5%
9.4%
7.6%
10.4%
4.3%
14.3%
12.9%
11.5%
10.7%
9.4%
7.8%
10.4%
4.7%
14.0%
13.1%
11.6%
10.6%
9.7%
7.3%
10.5%
3.5%
14.1%
13.5%
12.4%
9.9%
9.7%
8.8%
11.3%
5.5%
13.8%
12.8%
12.1%
10.7%
9.7%
9.1%
10.4%
4.3%
14.0%
10.7%
10.5%
12.1%
9.8%
8.4%
9.4%
4.0%
14.3%
11.1%
11.1%
14.4%
10.6%
9.5%
9.9%
3.9%
13.8%
11.9%
12.2%
16.6%
11.0%
10.3%
9.8%
4.8%
13.4%
13.1%
13.3%
16.7%
11.5%
10.0%
9.6%
4.8%
13.5%
13.8%
14.4%
17.0%
11.8%
10.7%
7.8%
4.7%
13.3%
13.2%
13.1%
11.5%
11.1%
8.5%
7.8%
4.3%
Neurosciences Trauma Specialist Surgery
Table 2 Turnover by (ESR defined) staff group
LTR wte %
Allied Health Professionals
Add Prof Scientific and Technic
Administrative and Clerical
Nursing and Midwifery Registered
Healthcare Scientists
Estates and Ancillary
Medical and Dental
TB2012.32_Workforce_Report_Quarter_4
14
Oxford University Hospitals
Annex B
Table 3 - Top 10 highest Directorates
LTR wte %
Directorate
2010/11
Apr-11
May-11
Jun-11
Jul-11
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Jan-12
Feb-12
Mar-12
Nursing and Midwifery Directorate
5.88%
17.96%
6.43%
19.29%
7.15%
18.12%
8.42%
15.44%
10.71%
17.31%
10.71%
19.21%
9.51%
15.59%
10.93%
15.08%
Cardiac Medicine and Surgery Division Management
0.00%
Cardiac Thoracic and Vascular Surgery
0.00%
10.36%
8.29%
13.12%
0.00%
11.23%
7.60%
14.08%
0.00%
13.27%
7.49%
15.17%
0.00%
12.42%
7.14%
14.25%
0.00%
12.94%
8.86%
12.41%
0.00%
12.04%
10.03%
15.05%
0.00%
11.95%
10.50%
15.19%
15.44%
18.90%
11.78%
19.65%
14.88%
12.16%
16.34%
19.70%
16.72%
13.57%
19.77%
16.01%
12.97%
15.91%
20.33%
17.80%
16.14%
16.12%
15.25%
13.63%
15.03%
20.22%
17.84%
16.00%
15.80%
14.91%
14.89%
14.58%
Pharmacy
8.73%
10.77%
13.06%
12.71%
9.76%
13.73%
11.14%
0.00%
13.73%
10.56%
14.66%
11.58%
12.05%
13.40%
13.27%
13.31%
13.96%
13.24%
12.38%
14.61%
13.10%
13.61%
14.35%
Specialist Surgery
10.17%
10.43%
10.21%
10.29%
9.38%
8.28%
8.69%
8.25%
8.71%
10.78%
11.06%
12.07%
13.74%
9.13%
8.97%
8.49%
8.46%
8.37%
8.28%
9.35%
10.14%
10.35%
10.42%
12.03%
11.59%
13.34%
Private Patients
Rheumatology, Radiology, Rehab
Surgery
Cardiac Medicine (Cardiology)
Neurosciences
Turnover is based on a rolling 12 month period.
Adjusted turnover excludes MARS leavers and ESR internal transfer of corporate staff at the MARs division
TB2012.32_Workforce_Report_Quarter_4
15