Trust Board Meeting: Wednesday 13 May 2015
TB2015.52
Title
Organisational Development and Workforce Performance
Report - Quarter 4 2014/15
Status
For Noting
History
A first copy of this report was presented to the Trust’s
Workforce Committee on 30 April 2015
Board Lead(s)
Key purpose
Mr Mark Power, Director of Organisational Development
and Workforce
Strategy
Assurance
Policy
TB2015.52 Organisational Development and Workforce Report Q4
Performance
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EXECUTIVE SUMMARY
1.
This report provides a summary of performance against the main Workforce
Indicators at Q4 2014/15 and highlights a range of key work programmes and
initiatives being led by the OD and Workforce directorate, including principal
areas of focus for 2015/16.
2.
Section A highlights that good progress has been made in recruitment to
vacant posts and increasing substantive workforce capacity, not least through
the success, to date, associated with international recruitment activity.
Notwithstanding, the local and national labour market remains extremely
challenging and staff turnover is high within certain staff groups and pay
bands, although the overall turnover rate slowed during the last Quarter.
The overall vacancy rate reduced by 2.4% in-year, but vacancies within the
nursing and midwifery staff group remains relatively high. Reliance on
temporary workforce (bank and agency) continues and the full year
expenditure in this area represents 8.3% of the total pay bill, which was £5.1M
overspent at year-end.
Over the year, the overall sickness absence rate increased by 0.4% and is
0.7% above the Trust target. The introduction of the FirstCare absence
management system has improved the reporting and recording of sickness
absence and good progress is being made in ensuring a more consistent
approach is being applied in its management.
The statutory and mandatory training, and non-medical annual appraisal
compliance rates are 83% and 70%, respectively, against a Trust target of
90%.
3.
Section B summarises a number of key work programmes and initiatives which
are being led by the OD and Workforce directorate. Other principal areas of
focus for 2015/16 are also highlighted. Commentary is provided which relates
to:
 Staff engagement
 Directorate Structure
 Staff recruitment and retention
 Workforce planning
 Leadership and talent development
 Education and training
 Equality, diversity and inclusion
 HR policies and procedures
 Staff health and wellbeing
4.
The Trust Board is asked to note the performance against the Workforce KPIs
summarised in Section A of this report. The Trust Board is further asked to
note and endorse its support for the key work programmes and initiatives
highlighted in Section B.
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1.
TB2015.52
Introduction
1.1
This report presents information relating to Organisational Development
(OD) and Workforce performance in two main sections, namely:
•
Section A - progress against Workforce key performance indicators (KPIs) for the
period 1 January to 31 March 2015 (quarter four - Q4) and commentary relating
to in-year performance;
•
Section B - summary of key work programmes and initiatives being led by the OD
and Workforce directorate, including principal areas of focus for 2015/16.
1.2
The Trust-level Workforce Performance ‘Dashboard’ is presented at
Appendix 1 and provides both in-month and rolling 12 month data relating to the
principal Workforce KPIs. On a monthly basis, similar Dashboard information is
provided to operational management teams for their respective divisions, as well as
additional information to a more granular level, such that areas of concern can be
readily identified.
SECTION A:
Performance against Key OD and Workforce Indicators
Reference: Appendix 1 - Workforce Performance Dashboard
2.
Workforce Capacity
Substantive Workforce
2.1
During Q4 substantive workforce capacity increased by 140 whole time
equivalent (wte). This is consistent with the plan to augment the substantive
workforce throughout the year and reflects a sustained focus on recruitment within a
highly competitive labour market. The net increase in substantive staff is within the
overall budgeted establishment.
2.2
Measured against the March 2014 out turn position, the total in-year net
increase in substantive staff was 542 wte. This builds on a net increase in the
previous financial year (i.e. against the March 2013 out turn position) of 521 wte.
The combined increase of 1,063 wte over the two year period 2013/14 - 2014/15
represents an uplift in the substantive workforce of 11.8%.
2.3
The net out turn capacity for each of the main staff groups, for each of the
reporting periods in 2014/15, is detailed in Table 1, overleaf. Between Q1 and Q4,
the most significant increases in wte capacity were achieved in the administrative
and clerical staff group, predominantly within the clinical divisions, and in clinical
support staff group. Increases in substantive capacity were also achieved in the
medical and dental, and nursing and midwifery staff groups. The one staff group in
which overall capacity reduced was healthcare scientists.
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Total Workforce
2.4
In Q4 the reported total workforce capacity (i.e. substantive and temporary
staffing combined) increased by 862 wte. The most significant in-month increase
occurred in March. Total workforce capacity, by division, for each of the reporting
periods in 2014/15, is detailed in Table 2, below.
Table 1: Net Out Turn Capacity by Main Staff Group (wte) - Q1 to Q4 2014/15
Staff Group
Professional Scientific and
Technical
Clinical Support
Administrative and Clerical
Allied Health Professionals
Estates and Ancillary
Healthcare Scientists
Medical and Dental
Nursing and Midwifery
Registered
Total
Q1
Q2
Q3
Q4
Net Movement
Q3 - Q4
Q1 - Q4
364.4
1,463.1
1,910.9
500.2
137.3
505.6
1,546.4
404.8
1,511.1
1,974.5
531.8
1,46.9
522.7
1,613.4
405.3
1,578.2
2,015.3
531.6
145.3
481.8
1,610.9
391.5
1,598.2
2,087.8
529.3
146.7
486.1
1,621.6
-13.8
20.0
72.5
-2.3
1.4
4.3
10.7
27.1
135.1
176.9
29.1
9.4
-19.5
75.2
3,155.4
9,583.3
3,142.3
9,847.5
3,143.8
9,912.2
3,190.6
10,051.8
46.8
139.6
35.2
468.5
Table 2: Total Workforce Capacity by Division (wte) - Q1 to Q4 2014/15
Division
Q1
Q2
Q3
Q4
Net Movement
Q3 - Q4
Q1 - Q4
100.8
65.3
136.7
132.7
133.7
153.7
231.0
219.1
Children’s and Women’s
1,368.2
1,408.4
1,403.7
1,469.0
Clinical Support Services
1,993.0
2,047.4
1,997.0
2,129.7
Corporate Services
916.3
853.3
896.3
1,050.0
Medicine Rehabilitation and
2,339.5
2,290.7
2,351.4
2,570.5
Cardiac
Neurosciences
Orthopaedics Trauma and
1,724.9
1,750.0
1,765.7
1,868.4
102.7
143.5
Specialist Surgery
Operations and Service
39.8
190.7
176.0
206.1
230.5
24.4
Improvement
185.5
Surgery and Oncology
1,794.5
1,875.7
1848.1
1,980.0
131.9
-13.4
Other*
45.9
81.7
82.2
114.7
32.5
957.6
Total
10,373.0 10,483.2 10,550.5 11,412.9
862.4
* Other - staff accounted for under ‘operating expenses’, which reflects income from education
monies and I&E transactions from externally funded projects (mostly research and development)
Vacancy Rate
2.5
The increase in substantive workforce capacity has achieved a corresponding
decrease in the substantive vacancy rate (i.e. the gap between funded establishment
capacity and actual staff in post), from 8.1% in April 2014 to 5.7% in March 2015.
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The 2.4% improvement equates to 609 wte. Vacancies in substantive staff positions
continue to be mitigated by the use of bank and agency staff, and overtime. Whilst
positive, the reduction in the overall vacancy rate does not reflect the high turnover
rates which prevail within a range of professions (especially those recognised as
being in a shortage category) and across a number of pay bands.
2.6
The number of substantive vacancies remains highest within the nursing and
midwifery staff group, where a total of 452 wte posts were unfilled at the end of Q4.
This equates to 12.2% of the funded establishment. By clinical division, Surgery
and Oncology, and Neurosciences Orthopaedics Trauma and Specialist Surgery
have the highest level of outstanding vacancies (7.9% and 7.3% respectively).
2.7
Achieving and maintaining a reduction in vacancy rates remains challenging.
The Trust Board has been appraised of the key activity and interventions associated
with staff recruitment and retention, and Section B of this report highlights a number
of initiatives which are being pursued.
3. Workforce Costs
Pay Bill
3.1
Excluding research and development costs, total pay expenditure for 2014/15
exceeded the pay budget by £5.1m. The out turn position is consistent with the net
overspends experienced in the previous reporting periods. Whilst the substantive
staff pay bill remains under budget, reliance upon high cost agency staff continues to
influence the overspend. The reported £900k increase in agency expenditure
between February and March is, in part, attributable to the conversion of external
consultancy utilisation.
3.2
Table 3, below, illustrates the month by month expenditure on temporary
staffing (i.e. bank and agency). The full year expenditure totals £40m, or 8.3% of the
total pay bill. Agency use accounted for 71% of temporary staffing costs, which
represents a reduction of 2% when compared with 2013/14.
Table 3: Monthly Bank and Agency Expenditure - April 2014 to March 2015
(excluding Research and Development costs)
Bank and
Agency
Expenditure
Agency
NHSP (Bank)
Total
Expenditure
% of Paybill
£million
Apr
May
Jun
2.3
2.0
2.5
0.8
1.1
0.9
3.1
7.9
3.1
8.0
3.4
8.6
Jul
Aug
Sept
Oct
Nov
Dec
Jan
Feb
Mar
YTD
2.6
2.4
1.8
2.7
2.2
2.2
2.1
2.3
3.2
28.3
0.8
0.9
0.9
0.8
1.0
0.8
1.1
1.2
1.4
11.7
3.4
8.6
3.3
8.3
2.7
6.9
3.5
8.8
3.1
7.8
3.0
7.5
3.2
8.0
3.5
8.6
4.6
10.9
40.0
8.3
Sickness Absence
3.3
At the end of Q4, the overall sickness absence rate was 3.7%. As
anticipated, following the introduction of the FirstCare sickness absence
management system, the level of reported sickness absence rates has increased,
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due in part to improvements in data capture and quality. Most notably, within the
medical and dental staff group, recorded absence has increased from an average of
0.6% to 1.1%. Despite exceeding the 3% sickness absence KPI, overall Trust
performance continues to benchmark favourably when compared to the reported
4.1% NHS average and 3.6% average for all Shelford Group trusts. Table 4, below,
details performance across the rolling 12 month period, April 2014 to March 2015.
Table 4: Sickness Absence Rate - Rolling 12 Month Average, Apr 14 to Mar 15
3.80%
3.70%
3.60%
3.50%
3.40%
3.30%
3.20%
3.10%
3.00%
3.4
The Clinical Support Services Division has the highest sickness absence rate,
at 4.1%. Across all staff groups, clinical support, and estates and ancillary staff have
the worst levels of absence (i.e. 6.3% and 5.3%, respectively). The most frequently
cited reason for staff sickness absence continues to be stress, anxiety and
depression, and accounts for the greatest number of working days lost per month.
3.5
Regular performance review meetings are now being conducted between
divisional management teams and FirstCare representatives to consider and agree
further actions and interventions to reduce absence levels. At an operational level,
close working continues between the OD and Workforce Directorate, the
Occupational Health and Wellbeing Service, FirstCare and line managers regarding
day to day absence management issues. The introduction of FirstCare has greatly
improved the flow of data to line managers and has automated much of the
management procedure. The procurement and implementation of an Employee
Assistance Programme will complement the FirstCare management system and
assist in improving overall attendance levels. Furthermore, a Trust-wide sickness
absence strategy group, chaired by a general manager, will begin work in early May.
4. Workforce Efficiency
Staff Turnover Rates
4.1
Between the end of Q3 and the end of Q4, staff turnover increased from
13.2% to a peak of 13.7%. However, the turnover rate levelled in February and
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March, and is currently at 13.6%. The net increase of 1.9% between April 2014 and
March 2015 equates to approximately 200 wte staff. Staff turnover trend analysis for
the two-year period April 2013 to March 2015 is detailed in Table 5, below.
Table 5: Overall Staff Turnover Trend Analysis - Apr 13 to Mar 15
Turnover %
14.0%
13.5%
13.0%
12.5%
12.0%
11.5%
11.0%
10.5%
10.0%
Mar-15
Feb-15
Jan-15
Dec-14
Nov-14
Oct-14
Sep-14
Aug-14
Jul-14
Jun-14
May-14
Apr-14
Mar-14
Feb-14
Jan-14
Dec-13
Nov-13
Oct-13
Sep-13
Aug-13
Jul-13
Jun-13
May-13
Apr-13
4.2
At divisional level, the highest rate of turnover is being experienced by the
Medicine Rehabilitation and Cardiac Division (i.e. 16.8%). With respect to specific
staff groups, the highest level of turnover (i.e. 18.3%) is being recorded within the
allied health professions staff group, where attrition has increased by 2.4% in year.
The main contributing factors include high levels of ‘churn’ at bands 5 and 6 within
physiotherapy, occupational therapy, and therapeutic and diagnostic radiography,
where staff numbers are all relatively small. Turnover within the nursing and
midwifery staff group is 13.9% (accounting for 37% of all Trust leavers) and, again, is
highest amongst staff employed in pay band 5. Table 6, below, details band 5
nursing and midwifery turnover by division, for Q1 to 4.
Table 6: Band 5 Nursing and Midwifery Turnover, by Division - 2014/15
Division
Children’s and Women’s
Clinical Support Services
Medicine Rehabilitation and Cardiac
Neurosciences Orthopaedics Trauma and
Specialist Surgery
Surgery and Oncology
Q1
18.0%
13.4%
16.0%
Q2
17.1%
15.9%
19.4%
Q3
16.9%
18.8%
20.4%
Q4
16.7%
21.9%
20.6%
16.0%
14.5%
15.5%
14.6%
13.6%
18.5%
12.9%
17.8%
Recruitment Activity
4.3
During 2014/15, the TRAC recruitment management system was introduced
and embedded Trust-wide for the management of all vacancies. This has resulted in
greater manager and candidate satisfaction, reduced recruitment timescales and a
more efficient recruitment process, overall. In Q4, the resourcing team processed a
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total of 634 advertised vacancies, for which over 2,000 applications were received.
Whilst this number is high, 10% of all applications did not meet the essential person
specification criteria. The overall ‘hire rate’ amongst all interviewed candidates was
40%.
4.4
Table 7, below, compares the total number of applications received against
the number of shortlisted candidates, by main staff group, in Q4. The conversion
rate associated with each staff group (i.e. the percentage of applications which
resulted in shortlisting) is also shown. An assessment of the responses to
advertisements for nursing and midwifery posts highlighted that a total of 57% of
band 5, 70% of band 6, and 63% of band 7 applicants were shortlisted for interview.
Overall, 15% of these candidates were provided with an offer of employment. These
statistics are consistent with performance reported for Q3.
Table 7: Number of Applications and Shortlisted Candidates - Q4, 2014/15
Staff Group
Administrative and Clerical
Allied Health Professionals
Clinical Support
Estates and Ancillary
Healthcare Scientists
Medical and Dental
Nursing and Midwifery
Professional, Scientific and
Technical
Total
Applications Candidates Conversion
Received
Shortlisted
Rate
1,297
504
39.0%
59
23
39.0%
224
46
20.5%
3
3
100.0%
191
32
16.8%
53
10
18.9%
206
118
57.3%
6
6
100.0%
2,039
742
36.4%
4.5
In addition to the recruitment activity highlighted above, in 2014/15 the Trust
commenced a contractual relationship with NEU Professionals Limited and Kate
Cowhig Recruitment to assist with overseas recruitment. The first cohort of 58 EU
nurses started in Q4 and individuals have commenced in various departments
across the Trust with a further 39 planned to start in April. There are plans for a
further c.200 to commence in cohorts of up to 20 each fortnight, until Autumn
2015. This recruitment supplements the previous contract with Medacs Healthcare,
through which the Trust recruited 96 overseas nurses during 2013/14.
4.6
In Q4, the resourcing team coordinated a total of 11 Advisory Appointment
Committees (AACs), from which 14 appointments were made. In 2014/15, a total of
38 medical consultants were appointed.
Monitoring of Junior Doctor Rotas for European Working Time Directive
(EWTD) and New Deal (ND) Compliance
4.7
In response to the 2013/14 KPMG audit and recommendations, the Medical
Staffing function now acts as the central repository for all medical staff rotas. In
addition, a Rota Coordinator has been appointed to centrally manage rota
compliance and provide technical advice and support to the divisions. The provision
of more comprehensive guidance, combined with a more efficient escalation route, is
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proving successful in identifying problems associated with junior doctor workloads
and assisting in the resolution of a number of outstanding banding issues.
4.8 The Rota Coordinator is also leading the implementation of ‘DRS Realtime’
electronic rostering software, which will supersede the need to maintain paper copies
of junior doctor rotas. To date, 30% of all the rotas are now being managed using
this software.
5. Workforce Compliance
Statutory and Mandatory Training
5.1
At the end of Q4, overall statutory and mandatory training compliance was
83%, against a Trust target of 90%. With the exception of research and
development, compliance in all areas is above 80% and is highest in the Operations
and Service Improvement function and Clinical Support Services Division (i.e. 90.6%
and 90.4%, respectively). The low level of compliance attained within the research
and development staff group is having the most detrimental effect on performance.
Despite a considerable focus on improving the overall compliance rate, the increase
of 6%, compared with the March 2014 position, is disappointing. Table 8, below,
details the Trust’s performance over the three-year period 2012/13 to 2014/15.
Table 8: Statutory and Mandatory Training Compliance Trend Analysis - 2012/13 to
2014/15
90
80
70
60
50
40
30
20
10
0
Q1
Q2
Q3
2012/13
5.2
Q4
Q1
Q2
Q3
Q4
Q1
2013/14
Q2
Q3
Q4
2014/15
Out turn compliance by division/function is detailed in Table 9, overleaf.
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Table 9: Statutory and Mandatory Training Compliance by Division/Function
Division/Function
Clinical Support Services
Operations and Service Improvement
Corporate Functions
Neurosciences Orthopaedics Trauma and Specialist Surgery
Children’s and Women’s
Surgery and Oncology
Medicine Rehabilitation and Cardiac
Research and Development
Overall Trust Compliance
Compliance
March 2015
90.4%
90.6%
88.8%
85.4%
84.0%
84.9%
81.4%
55.9%
83.0%
5.3
Throughout the course of the year the Learning and Development team
continued to work with divisions to support further improvements in the way in which
statutory and mandatory training is provided and recorded. Key developments in
2014/15 included the following:

further refinements to the Statutory and Mandatory Training Policy, including a
reduced requirement for honorary contract holders, based on their role, and the
ability to accept training records from other trusts that have adopted the Skills for
Health competencies and assessment methodologies;

further enhancements to the learning materials to improve the user experience;

a number of system enhancements, including an ‘MOT’ approach to maintaining
refresher training dates and the ability to delegate administration processes
using the new ‘Proxi’ functionality;

improved reporting functionality for divisional management teams to allow
individuals to be followed up at both a divisional and line management level;

implementation of the Insulin Level 2 e-learning programme, which replaces the
previous national package and supports ‘organisational learning’.
5.4
The OD and Workforce Directorate recognises the need to continue to
improve statutory and mandatory training compliance to achieve the 90% Trust
target in 2015/16. This will be supported by the implementation of the Linking Pay
Progression and Performance Policy and the introduction of Nurse Revalidation.
Non-Medical Annual Appraisal Rates
5.5
At year-end the overall compliance rate for the completion of non-medical
annual appraisals was 70% against a Trust target of 90%. Again, this performance
is disappointing and an improvement of just 4% was achieved in the 12 month
period. During Q2 overall compliance slipped to 57%, but has improved month on
month since September 2014, increasing by 13% over the last six months. Again,
the low level of compliance attained within the research and development staff group
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is having the most detrimental effect on performance. Compliance is highest within
the Clinical Support Services Division. Table 10, below, details the Trust’s
performance over the three-year period 2012/13 to 2014/15.
Table 10: Non-Medical Annual Appraisal Compliance Trend Analysis - 2012/13 to
2014/15
80
70
60
50
40
30
20
10
0
Q1
Q2
Q3
2012/13
5.6
Q4
Q1
Q2
Q3
Q4
Q1
2013/14
Q2
Q3
Q4
2014/15
Out turn compliance by division/function is detailed in Table 11, below.
Table 11: Non-Medical Appraisal Compliance by Division/Function
Division/Function
Corporate
Children’s and Women's
Neuroscience, Orthopaedics Trauma and Specialist Surgery
Medicine, Rehabilitation and Cardiac
Surgery and Oncology
Clinical Support Services
Operations, Service and Improvement
Research and Development
Overall Trust Compliance
Compliance
March 2015
64.0%
69.4%
74.5%
63.3%
77.3%
78.2%
50.8%
28.1%
70.0%
5.7
Key in-year developments associated with Annual Appraisal include the
following:

improvements to the e-appraisal system, which now supports the ability to use
pre-populated generic staff templates. This has reduced the administration time
and achieves greater consistency across staff groups (initial generic templates
have been developed for ward-based nursing and healthcare support worker
roles);
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
extension of ‘Proxi’ functionality to include the administration of appraisal
compliance rates;

further appraisal training for both managers and staff to ensure that the appraisal
conversation leaves individuals with a sense of recognition for their contribution,
together with a clear personal development plan that is aligned to their individual
objectives.
Further action will be led by the OD and Workforce Directorate to improve
performance in 2015/16.
6. Raising Concerns
6.1
During 2014/15 a total of four concerns were raised via the formal
mechanisms identified in Step 2 of the Trust’s Raising Concerns Policy. Of these,
two were raised internally via the dedicated Raising Concerns email address and two
externally via the Care Quality Commission. All four Concerns, which are
summarised in Table 12, below, were categorised as relating to patient care: three
have been investigated and resolved, while the outstanding issue is currently being
reviewed.
Table 12: Summary of Concerns Raised via Trust Policy - 2014/15
Ref
2014
0523
Contact
Email
Nature of Concern
Clinic capacity impacting on
patient care.
Category
Date
Received
Patient Care 23.05.14
Date
Closed
Full closure
estimated
05.15
Current status: Outpatient improvement programme has created an additional 31k
appointment slots, annually. This is supporting the Trust in achieving agreed waiting times
for individual specialities. Full closure will be confirmed when all additional clinic slots are
available (estimated to be May 2015).
2014
0709
Email
Inappropriate use of facilities
by night shift staff when taking
rest breaks.
Patient Care 06.07.14
24.07.14
Current status: Appropriate facilities provided for night staff for use during rest breaks.
2014
0903
Via
CQC
Clinical capability and
management in PICU.
Patient Care 03.09.14
18.11.14
Current status: Investigated and no evidence to support allegation identified.
Recommendations shared with the divisional team.
2014
1202
Via
CQC
Alleged underestimated
mortality data and risks not
properly explained.
Patient Care 02.12.14
Current status: Investigation being undertaken.
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6.2
Outcomes from 2014 NHS Staff Survey indicated that 92% of respondents
know how to raise concerns about unsafe clinical practice. However, only 74% of
respondents said they would feel secure in doing so (with nursing staff indicating
they would feel more secure than medical staff) and only 56% of respondents were
confident the Trust would address their concerns. These responses from staff are in
need of further scrutiny and appropriate action will be taken to improve the
confidence of individuals in raising issues, where there are genuine concerns relating
to patient care, or other issues within the workplace. Following the recent publication
of the Freedom to Speak Up report the Trust’s existing policy and practices are being
reviewed against the recommended actions for provider services to identify areas of
good practice and make recommendations for further actions necessary to ensure
compliance.
SECTION B:
Summary of Key Work Programmes and Initiatives
The following section summarises a number of key work programmes and initiatives
which are being led by the OD and Workforce directorate. Other principal areas of
focus for 2015/16 are also highlighted.
7. Staff Engagement
Listening into Action (LiA)
7.1
Following the successful first and second wave LiA pioneering projects, LiA
continues to be adopted as a conversation and improvement tool across the Trust.
LiA second wave project teams have been invited to develop case studies, which will
be published to highlight their work and inform the evaluation and learning process.
7.2
The LiA methodology is being used more widely to shape and inform action
plans in response to feedback from the annual staff and in-patient surveys. In
addition, the OD team has received a growing number of requests to assist in the
planning and facilitation of LiA events, to support teams across the Trust in shaping
and informing their service improvement work, in order to support the delivery of
enhanced patient experience and achieve greater efficiency.
Value Based Interviewing (VBI)
7.3
Throughout Q4, Value Based Interviewing (VBI) continued to be
implemented across the divisions, most significantly within Women’s Services,
Pharmacy and Neurosciences. VBI is now widely employed across the range of staff
groups within the Trust and due to the increase in adoption, training is offered on a
monthly basis in order to meet demand. A total of 266 employees are now fully
trained in the application of VBI. A further 128 training spaces are available in
2015/16 and courses are fully booked until September 2015. A VBI ‘train the trainer’
programme, conducted in October 2014, increased the number of facilitators to five,
thereby relinquishing the need for external contractors to deliver future training.
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7.4
An independent VBI evaluation report will be published in May 2015. The
report is extremely positive and demonstrates how VBI is a valid selection tool in
support of the overall recruitment and selection process. A showcase event,
planned for July 2015, will provide the opportunity to share the evaluation results and
benefits of VBI as an aid to the recruitment of staff whose values are aligned with
those of the Trust.
Values, Behaviours and Attitudes Conversations (VBC)
7.5
The Values, Behaviours and Attitudes Conversation (VBC) was initiated in
2014 and training continues on a monthly basis. The programme takes the VBI
principles, skills and techniques and applies them in the broader context of
managers having quality ‘value based conversations’ at work with their staff. The
VBC skills development one-day workshop builds on existing basic management
skills training (for example appraisal training), to improve the quality and value of
‘management conversations’ with staff and to enhance colleague to colleague
conversations. VBC techniques can also be applied to workplace discussions
concerning career development, performance management, annual appraisal, and
disciplinary matters.
7.6
A total of 243 line managers have attended VBC training since its launch in
early 2014/15 and a further 250 will receive training throughout 2015/16. Feedback
has been extremely positive, with managers endorsing the initiative and
overwhelmingly reporting that they now feel confident to immediately implement their
new skills, in order to both enrich their performance discussions with staff and to
address non-alignment with the Trust’s values.
Delivering Compassionate Care Training
7.7
In March 2015, 38 frontline managers and staff attended a number of pilot
Delivering Compassionate Care (DCC) training sessions, facilitated by the OD team.
This work is funded as part of the Health Education Thames Valley Compassionate
Care bid. The one-day development workshop aims to help participants understand
the impact of behaviour and attitudes on the patient, and to develop an
understanding of effective communication styles with those who are vulnerable.
7.8
Contributors to the pilot included staff from outpatient areas, the complaints
team, theatres, and medical and surgical areas. HealthWatch Oxfordshire also
attended to contribute to the workshop design. Additionally, 355 complaints were
analysed as part of the DCC development and many are referred to in the
programme, to ensure the patient voice is ‘heard’. Initial feedback has been
excellent and all attendees confirmed they would recommend the programme to
others. Training will be more widely delivered throughout 2015/16.
Guide to Values and Behaviours
7.9
Throughout 2014, the Personal Guide to the Trust Values and Behaviours
was distributed to all staff groups. The Guide describes the Trust’s values in the
context of those behaviours we ‘love’ to see, those we expect to see, and those we
never want to see. This initiative represents an extension to the VBI work and has
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reframed the assessment criteria used to interview new employees against core
values, by translating them into meaningful behaviours for individuals to either
celebrate and encourage, or where necessary, constructively challenge.
7.10
A managers’ guide to discussing values and behaviours was developed in
the form of a facilitated session and is now issued to all participants of VBC training.
Additionally, throughout 2014/15, many departments and teams pledged their
commitment to values and behaviours, most notably the divisional nursing and
midwifery teams, divisional management teams, and ward areas.
Staff Recognition
7.11
The third Annual Staff Recognition Awards event took place at the Oxford
University Museum of Natural History in December 2014. The introduction of the
new electronic nomination process for the 2014 Awards round, combined with
targeted communication to further raise awareness, resulted in the highest number
of nominations received to date. In addition, over 50 nominations were received
from Oxford Mail readers, for the Oxford Mail Hospital Heroes Award. At the event,
which included participation by every finalist, all category winners were presented
with their certificate and Awards.
7.12
Each nomination was carefully considered by peers and patients who
constituted the Award Panels, before the winners in each category were determined.
Divisional staff recognition events were also held between January and April 2015 to
recognise and thank all those nominated for Trust Recognition Awards, but who
were not finalists. The electronic recognition platform was implemented to further
improve the administration and management of the process. This included the
introduction of divisional recognition panels, which facilitated and enhanced the
evaluation of nominations. The facility to send e-thank you cards, in recognition of
individual and team contribution and demonstration of the Trust’s values, will be
launched in May 2015. This will provide staff with a simple and convenient way in
which to thank their colleagues.
Annual Staff Survey
7.13 The 2014 NHS Staff Survey was undertaken between October and
December. All directly employed staff received a survey questionnaire, which they
were encouraged to complete and submit. The overall response rate of 31%
represents a 7.2% decrease compared with the 2013 Survey and is consistent with a
downward trend in responses across the majority of trusts, nationally. The 2014
Survey was publicised using a variety of channels, including a poster campaign,
weekly updates on completion rates, the intranet, OUH News and dissemination
through divisional structures. In order to increase response rates in 2015, greater
emphasis will be placed on the pre-Survey launch period highlighting the importance
of the staff ‘voice’ and actions taken in response to feedback, alongside
improvements to the staff intranet site and publicity materials.
7.14
The Survey outcomes confirmed that 70% of those responding agreed or
strongly agreed that they would recommend their hospital to family and friends as a
place to be treated, against a national average for all acute trusts of 65%. OUH was
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in the top 20% of acute trusts in England for seven of the Survey’s 29 key findings.
Of these, the five key findings against which OUH compared most favourably when
compared with all other acute trusts were:





staff motivation at work;
staff experiencing physical violence from staff in the last 12 months;
staff satisfied with the quality of work and patient care they deliver;
staff able to contribute towards improvements at work;
staff job satisfaction.
7.15
The five key findings for which OUH compared least favourably with all other
acute trusts were:





staff receiving job-relevant training, learning or development in the last 12
months;
staff reporting errors, near misses or incidents witnessed in the last month;
staff believing the Trust provides equal opportunities for career progression or
promotion;
staff receiving health and safety training in the last 12 months (this reflects the
three year refresher periods within the Trust);
staff appraised in the last 12 months (this reflects the dip in appraisal completion
prior to the staff survey being launched).
7.16
The Survey report also showed how OUH compared with other acute trusts
on an overall indicator of staff engagement. Possible scores ranged from 1 to 5, with
1 indicating that staff are poorly engaged with their work, their team and their
organisation, and 5 indicating a highly engaged workforce. The Trust’s staff
engagement score of 3.82 was consistent with the previous year of 3.83 and is one
of the best (i.e. highest 20%) across all acute trusts.
7.17
In response to the Survey feedback, work is progressing with divisions and
directorates to engage staff through a series of ‘listening’ events.
These
interventions aim to provide more context to the Survey results, in order to better
inform and shape local responses. Similarly, divisions are conducting listening
events for staff and patient representative to consider the 2014 Patient Experience
Survey results. Information gained from these complementary initiatives will be
considered together, in order to further develop and implement a longer-term,
integrated staff and patient experience response plan, which will also be informed by
feedback from the Peer Review and CQC Quality summits. Divisional and
directorate response plans will be published in Q2, such that progress in addressing
key issues can be demonstrated and communicated to staff prior to the
implementation of the 2015 national Surveys for staff and patients.
Staff Friends and Family Test
7.18
The Staff Friends and Family Test (Staff FFT) was first implemented in June
2014 and is conducted on a quarterly basis. As with the FFT for patients, this local
survey enables more frequent opportunities for staff to provide feedback on the
organisation to help support local service improvement and staff engagement plans.
The quarterly survey incorporates the mandatory Staff FFT questions and is
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designed to be quick and simple to complete, together with the opportunity to provide
additional free text comments. Staff are asked about their recent experience of
working in OUH, commenting on how likely they are to recommend OUH to friends
and family if they needed care or treatment and as a place to work. Results,
including free text comments are published quarterly. The feedback provided
through the annual NHS Staff Survey and Staff FFT is used to address areas of
concern and to make further improvements to the working environments and
experiences of our staff.
7.19 Table 13, below, provides response rates relating to the quarterly Staff FFT
Survey mandatory questions for 2014/15 (N.B: In Q3, the Staff FFT is superseded
by the application of the Annual Staff Survey).
Table 13: Staff FFT Survey 2014/15 - Responses to Mandatory Questions
Mandatory Questions
Q1
Q2
Q4
2,651
1,998
2,300
How likely are you to recommend this organisation to
friends and family if they needed care or treatment?
86%
86%
86%
How likely are you to recommend this organisation to
friends and family as a place to work?
61%
60%
61%
Number completed
7.20 Whilst recommending the Trust to friends and family for care and treatment
remains high, at 86%, recommending OUH as a place to work is consistently lower
and remains a key area for improvement. The percentage of staff stating they look
forward to coming to work improved from 58% in Q1 to 61% in Q4. The percentage
of staff confirming that they feel enthusiastic about their job also improved from 72%
in Q1 to 78% in Q4.
7.21 Divisional and directorate results are disseminated on a quarterly basis, in
order to inform local priorities.
8.
Directorate Structure
8.1
In mid-2014/15 the OD and Workforce Directorate undertook a review of its
service delivery model to ensure that sufficient capacity is available to effectively
support divisions and corporate teams across the range of associated activity. This
review identified that insufficient senior HR support was available in support of
divisional colleagues. In response, two additional HR Business Partner (HRBP)
roles were recruited to, such that each division now has a dedicated post. Line
management responsibility for the HRBP role has been devolved to the division,
whilst professional accountability is to the Director of OD and Workforce.
Appointments made from within the directorate provided the opportunity for other
more junior members of staff to seek greater responsibility, both within the central
workforce function and in the divisional teams.
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8.2
Improving staff recruitment and retention remains a key challenge for the
Trust and will continue to be a major area of concern for 2015/16. In order to
support the continued focus on this area a Head of Recruitment and Retention post
has been established (which has not required additional recruitment), which brings
improved leadership and capability to the recruitment function and which will
coordinate many of the retention initiatives highlighted below. This post will also
provide consistency in support to divisions, with respect to all recruitment and
retention activity.
8.3
A dedicated Recruitment Nurse post has been established through a
reorganisation of the Resourcing team. The purpose of the post is to provide
specialist advice and support for the recruitment and retention of nursing staff. The
post holder will also work with senior nurse colleagues to ensure that the maximum
number of suitable applicants will be appointed to the Trust by establishing a clearing
process for candidates not appointed to first choice posts. Support will also be
provided to the international recruitment programme and at careers fairs.
8.4
In 2015/16 a more comprehensive independent review will be undertaken by
the Trust’s internal auditor to provide a better understanding of the capabilities of the
OD and Workforce Directorate, and to identify areas for improvement and,
potentially, where there is insufficient resource. The review will focus on four key
areas, namely processes, systems and technology, people and directorate
performance.
9.
Staff Recruitment and Retention
9.1
The factors impacting on the Trust’s ability to attract, recruit and retain staff
with the required skills and knowledge, particularly within a number of highlighted
staff groups, are wide-ranging and require the application of a corresponding range
of actions and initiatives in response. A comprehensive report presented to the
Quality Committee in February 2015 detailed a range of actions being pursued. A
summary of current activity is provided, as follows:
International Recruitment
9.2
The Trust will continue with its international recruitment programme. This is
currently being extended to include specialist recruitment initiatives in Australia and
New Zealand. While EU recruitment focuses principally, but not exclusively on
nursing staff, activity in the southern hemisphere will concentrate on other staff,
including sonographers and specialist radiographers.
9.3
In order to support the differing requirements of staff arriving from abroad,
several new initiatives have been established, including: funding of initial travel
costs; provision of a comprehensive welcome pack, and qualification for a £1k
relocation grant, further supported by the introduction of the relocation salary
sacrifice scheme. The Resourcing team will be conducting a number of LiA focus
groups specifically with international recruits, with the aim of exploring opportunities
for the provision of further support, which will encourage staff to remain within
Oxford.
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Marketing
9.4 The Resourcing team has researched job and careers fairs nationally and are
due to attend an extended programme of events in 2015/16. Potential candidates
will be able to talk first hand to existing staff and learn about career opportunities,
vacancies and the benefits of working for the Trust. In preparation for the events,
the resourcing team is further improving the Trust’s marketing material to provide
better information relating to opportunities and benefits at OUH.
9.5
An e-Welcome/Information Pack is in development for new and existing staff.
This will replace the current report format provided during induction and include
information on schools, shops, discounts, entertainment, housing, transport and any
financial support available for accommodation and travel. This information will be
available online and will be aimed at assisting candidates who are new to the Oxford
area or considering applying to vacancies from overseas.
Fast Track Recruitment Process
9.6
In order to support the Trust in being more competitive with local private
sector businesses, the Resourcing team, in partnership with the Estates and
Facilities function, introduced a fast track recruitment process for staff at bands 1 to
3. This process particularly facilitated the recruitment of candidates from emerging
EU countries. Candidates often find it difficult to provide documentation immediately
in order to meet the stringent pre-employment requirements of the NHS, leading to
considerable delays in appointing. In turn, this often leads to higher agency usage.
The new process allows candidates to begin employment whilst document checks
are ongoing, with suitable safeguards in place to ensure contracts can be terminated
quickly should any issues arise.
Refer a Friend Scheme
9.7
In February 2015, the Trust launched the Refer a Friend Scheme. The
scheme is designed to allow staff to become talent spotters and refer friends to Trust
vacancies. In recognition of their support, staff receive a financial reward after they
have referred a friend who is appointed, and a further reward after the friend has
remained in Trust employment for 12 months.
Staff Transfer Bureau
9.8
A Staff Transfer Bureau is being established to encourage internal movement
of staff, with the aim of improving staff retention. Staff who wish to change
departments or specialties would normally be required to apply for vacant posts,
utilising the established internal recruitment process. This has often resulted in staff
applying for vacancies at other trusts, rather than remaining at OUH. The new
Bureau will facilitate internal transfers without the requirement to undergo a full
recruitment and selection process.
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Retire and Return Options
9.9
In light of recent changes to the NHS Pension Scheme and in the context of
an increasingly ageing workforce, the Trust’s Flexible Retirement Procedure has
been revised to include the provision of ‘retire and return’ options. Whilst all
members of staff have the right to request flexible retirement, the revised procedure
will promote greater awareness of the opportunities available.
Notice Periods
9.10 With effect from January 2015, contractual notice periods for all staff
employed on pay bands 5 to 7 were extended. As a consequence, recruiting
managers have an increased period of time in which to appoint replacements before
a post becomes vacant. In turn, this should reduce the requirement for the use of
contingent staff.
Promotion Reserve List
9.11 The Workforce Committee has considered a proposal to establish a promotion
reserve list system, which aims to improve the retention of band 5 clinical staff
nurses by incentivising them to remain within the Trust, rather than apply for
promotion at other trusts. This approach is adopted by many leading employers as a
means of utilising a talent management programme and reducing turnover of staff
developed by the employing organisation. The proposal is supported in principal and
will be piloted within a number of areas before more widespread implementation.
Addressing the Low Pay Issue
9.12 Despite a recent national uplift to some NHS salaries, effective from April
2015, a significant number of OUH employees are paid less than the National Living
Wage (NLW). These lowest paid individuals occupy a range of positions and are
either directly employed by the Trust, or indirectly employed under Retention of
Employment terms and conditions. The impact of low pay on the health and
wellbeing of individuals and their families is well documented and the effects are also
often evident within the workplace. Turnover and sickness absence associated with
these members of staff is high and it is difficult to maintain stability within this section
of the workforce.
9.13 An increasing number of private and public sector organisations are
implementing the NLW and committing to maintaining it as the rate is increased on
an annual basis. Linked to the NLW is the London Living Wage, which is being
applied by growing numbers of employers within the capital. In recognition of the
high cost of living within the Oxford area, when compared with other parts of the UK,
implementation of the Oxford Living Wage has also gained momentum over recent
years. The concept of the Living Wage is being championed by most national trade
union bodies, and in particular Unison, which has strong representation locally.
9.14 A paper recently presented to the Trust Management Executive made a case
for increasing the pay of the Trust’s lowest paid employees by implementing a Living
Wage that at least matches the NLW rate. In presenting three options for
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consideration, the paper recognised that to implement the Oxford Living Wage will
incur an unaffordable cost pressure. However, alternatives were presented and a
recommendation made to implement a minimum hourly rate of pay which would
exceed the NLW and benefit over 1,000 low paid staff. A further recommendation
was made concerning the achievement of accreditation as a Living Wage Employer,
which is likely to benefit the Trust in its ability to attract, recruit and retain staff in the
longer-term.
9.15 Following the receipt of an agreement in principal to pursue the
implementation of a Living Wage, the paper considered by the Trust Management
Executive is being further developed for presentation at the July meeting of the Trust
Board.
10.
Workforce Planning
10.1 The 2015/16 workforce profile reflects the planned activity levels for the
financial year, combined with any known developments and disinvestments and
other provisions associated with the long term financial model. The difficult
recruitment market, together with ongoing retention issues has led to a sustained
reliance on temporary staffing, as detailed earlier in this report.
10.2 Recognising the importance of the development of more comprehensive
future workforce plans, which fully reflect and support the Trust’s strategic aims and
objectives, the OD and Workforce Directorate is to initiate a work programme which
aims to increase its strategic workforce planning capability. This work will be
undertaken with the assistance of external expert resource and include a review of
existing capability and capacity. The aim is to improve knowledge and expertise of
workforce planning methodologies and practice, and to implement a more
sophisticated but pragmatic planning framework, together with a comprehensive
training package.
10.3 The Workforce Information and Planning team work closely with divisional
teams, via HRBPs, to ensure comprehensive workforce data sets are provided.
Workforce reports have developed during the year and data is now provided by
division and directorate. This provides a good foundation from which more effective
strategic workforce planning can be developed.
11.
Leadership and Talent Development
11.1 Over the past 12 months a number of initiatives have been implemented,
which aim to raise the profile and importance of leadership development and
capitalise on the opportunities provided by the emergence of a range of nationally
and locally sponsored leadership development programmes. Key activities include
the following:

continued application of the Sisters’ Leadership Programme: A Trust-wide ‘front
line’ Nursing Leadership programme ‘Safe in Our hands’ has been designed and
implemented for band 7 nurses working in wards, critical care and theatres;
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
successful piloting of a coaching programme which will be further implemented in
2015/16;

continued access to nationally and locally sponsored leadership development
programmes. The Trust has been successful in gaining places for staff on the
core professional programmes sponsored by the NHS Leadership Academy and
other short programmes provided by Health Education Thames Valley. Designed
to develop outstanding leaders for every tier across the healthcare system, the
five programmes provide targeted development for people from all backgrounds
and experience levels;

accreditation to host members of the National NHS Graduate Trainee Scheme.
In 2014/15 OUH was selected to support a number of placements, which include:
Informatics, General Management and Finance.
11.2 A focus for 2014/15 will be to further implement the provisions of the
Leadership and Talent Development Strategic Framework, which was approved by
the Trust Board in October 2014. The recent appointment of a Leadership
Development Manager to augment the Learning and Development function will
greatly assist in this respect. An immediate work programme for the post holder will
be the implementation of a management and leadership support programme for
middle managers and supervisors.
12.
Education and Training
Strategy Development - Multi-Professional Education
12.1 When considering the key issues impacting on workforce resourcing, a
recurrent theme is access to professional development opportunities and career
advancement. Clearly, these are important issues for staff, particularly those
occupying professional roles. Work is being undertaken to better understand where
and how improvements are to be made in these areas and a Trust Education and
Training Strategy is being developed. An underpinning principle associated with the
Strategy will be the recognition that OUH must provide opportunity and support in
these areas, across all professional groups such that, as far as possible, individuals
are able to develop and sustain their careers locally. This will benefit both staff and
patient care.
12.2 Building on the progress made to date by the Trust’s educational leads, future
activity will aim to maximise the opportunities provided for non-medical staff
occupying bands 5 to 9 to undertake continuing professional development, for which
external funding is received, on an annual basis. Whilst recognising and supporting
the realistic expectations of staff with respect to personal development, continuing
professional development activity must also be aligned to the key requirements of
patient services and the outcomes of comprehensive training needs analysis.
Time to Learn
12.3 A significant issue impacting on professional development is the ability to
protect time for education and training interventions. This, in turn, is dependent upon
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workforce capacity and service activity levels, which reinforces the need to increase
substantive staff capacity and reduce reliance on the contingent workforce. The
ability to protect learning time and maximise personal and professional development
opportunities is also contingent on the effective scheduling of work activity and
individuals’ regular working patterns. Therefore, a comprehensive review will
examine the effectiveness of current shift patterns within wards and other clinical
areas. A particular concern is the impact of long (i.e. 12 hour) handover time and the
ability of staff to undertake all categories of training, or to effectively engage in
regular appraisal and personal development planning. The review is likely to make
recommendations for changes to current shift patterns and working hours.
Widening Participation
12.4 Dependent upon context, an overarching definition to explain the concept of
‘widening participation’ is difficult to establish. However, within the NHS, widening
participation is often applied when considering recruitment to entry level jobs and
supporting progression through the lower pay bands and, for some, progression into
pre-registration training. Underrepresented groups are most likely to be disengaged
young people, those without qualification, low skilled, part-time and temporary
workers, those on low incomes and/or working age benefits, older adults, those with
literacy, numeracy or learning difficulties and some minority ethnic groups. In
addition, widening participation is also related with equality issues ensuring that
those people from diverse backgrounds are encouraged and have equal access to
opportunities for career development. With the support of HETV, the Trust is
exploring all opportunities to promote the widening participation agenda in order to
understand and recognise the supply and demand for this element of the workforce,
and to ensure all areas of the existing and potential local labour market are explored.
12.5 An important aspect of the Trust’s widening participation activities is the
support provided to care support workers through the care support worker academy.
All care support workers are able to undertake a programme of education, which
leads to the award of the higher certificate of fundamental care. Thereafter, those
individuals who demonstrate the ability to progress into a professional education
programme are provided with the support to do so. Launched in 2012, the academy
is also highly active in the recruitment of care support workers; the development of
competency frameworks; the promotion and support of assistant practitioner
development (in partnership with Oxford Brookes University); the provision of career
and progression advice, and the promotion of apprenticeship opportunities within the
Trust.
13.
Equality, Diversity and Inclusion
13.1 The Equality and Diversity Annual Report will be presented to the Trust Board
in May 2015 and, thereafter, published on the Trust website. In addition to
summarising the good progress made in achieving the Trust’s existing equality,
diversity and inclusion objectives, the report will also confirm that, for the past six
months, the Trust has been working with equality and diversity consultants in order
to determine further actions and interventions which will ensure continued
compliance with the requirements of the legislative framework and with current best
practice. Following a workshop conducted in November 2014, involving a cross
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section of staff and the two lead Executive Directors, the following priorities were
established for 2015/16:

review and refresh the Trust’s equality and diversity objectives by undertaking
Equality Delivery System public grading panels:

implement the requirements of the new Workforce Race Equality Standard, which
came into force in April 2015:

apply for re-accreditation as a Partner for 2015/16 as part of the NHS Employers
Partners Programme:

establish an Equality, Diversity and Inclusion Executive Steering Group.
14.
HR Policies and Procedures
14.1
In 2013/14 work commenced to review all existing HR policies and
procedures and, where appropriate simplify, remove and/or consolidate documents.
This extensive undertaking is continuing, with a growing focus on the development of
policies and procedures that support the employee engagement agenda, together
with distinguishing the Trust from other local employers in order to support staff
recruitment and retention.
14.2
One of the most significant new policies to be introduced in 2015 is the
Linking Pay Progression and Performance Policy. The provisions of this new policy
make it an explicit requirement, through the appraisal process, to make the award of
annual pay increments conditional upon the completion of statutory and mandatory
training and appraisal, and confirmation of satisfactory performance (including the
absence of any current disciplinary sanction). This policy will also support the
implementation of nurse revalidation.
15.
Staff Health and Wellbeing
Safe Effective Quality Occupational Health Services
15.1
The Centre for Occupational Health and Wellbeing continues to work
towards gaining national accreditation for the provision of Safe Effective Quality
Occupational Health Services (SEQOHS). The process of providing information to
the accreditation board has commenced and it is anticipated that a successful
outcome will be achieved in 2015.
Promoting Public Health to Staff
15.2
A comprehensive programme of sustainable initiatives under the umbrella of
Staff Health and Wellbeing is being delivered for staff. Overseen by the Health and
Wellbeing Steering Group, work has been undertaken to promote healthier lifestyle
choices for all employees. The key areas focus in delivering these initiatives were
developed from staff feedback, staff surveys and NICE-led public health guidance.
Initiatives are aimed at supporting staff in making small healthy changes and
highlights include the following:
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
Increasing physical activity using active travel with newly designed walk to work
routes and cycle routes.

Provision of a range of onsite activity classes with encouragement to join local
leisure facilities using reduced price gym membership. In June 2014 many staff
participated in ‘Work Out at Work Day’ by joining in with team sport competitions,
health walks, exercise taster sessions and rowing/cycling challenges.

Encouraging and promoting healthier eating. The Centre for Occupational Health
and Wellbeing has been working with providers who have signed the DoH
Responsibility Deal pledge to provide healthier staff restaurant menus and
provide healthier choices. Drop-in weight management sessions have been
offered as a further means to help staff make lifestyle changes.

Opening of a drop-in health promotion centre for patients, visitors and staff
offering expert healthy lifestyle advice, information and signposting to external
organisations.
Healthy Hospital
15.3 Healthy Hospital days were held in 2014, with more than 1,000 people
attending the stalls on the John Radcliffe site and slightly less at the other hospital
locations. These events included the provision of general lifestyle and health advice;
staff health MOTs; stress management workshops; back care and ergonomic advice
and special offers on healthy eating options. The popularity of the events and
positive feedback received has resulted in repeat events being organised for 2015.
Mental Health and Wellbeing
15.4 Improving the mental health and wellbeing of staff continues to be a priority
for the Centre for Occupational Health and Wellbeing, under the banner of
‘managing stress, building resilience and promoting mental health’. Courses
facilitated by the Centre, and provided across the Trust, have focused on stress
management with considerable emphasis on training managers in stress risk
assessments and implementing the organisational stress management procedures.
The Lead Occupational Health Consultant has established an Occupational Health
session for all Foundation Year 1 doctors and a ‘stress busting’ training intervention
for all Foundation Year 2 doctors. Stress busting workshops delivered to groups of
consultants have been very well received.
15.5 For 2015/16, the Trust has prioritised the ‘Creating a Mentally Healthy
Workplace’ initiative, in conjunction with NHS Employers, and led by the Centre for
Occupational Health and Wellbeing. Reactive care is ongoing and includes
counseling, psychiatric specialist support and a new Mindfulness research project.
16.
Recommendation
16.1 The Trust Board is asked to note the performance against the Workforce KPIs
summarised in Section A of this report. The Trust Board is further asked to note and
TB2015.52 Organisational Development and Workforce Report Q4
Page 25 of 26
Oxford University Hospitals
TB2015.52
endorse its support for the key work programmes and initiatives highlighted in
Section B.
Mark Power
Director of Organisational Development and Workforce
May 2015
Report prepared by:
Carl Jenkinson
Deputy Director of Workforce
Appendices:
1. Workforce Performance Dashboard - March 2015 (Q4)
TB2015.52 Organisational Development and Workforce Report Q4
Page 26 of 26
TB2015.52 APPENDIX 1 - OD and Workforce Performance Dashboard 2014/15 Q4
WORKFORCE CAPACITY
WORKFORCE COSTS
WORKFORCE EFFICIENCY
COMPLIANCE
Workforce Pay Cost
Turnover
All Staff Mandatory Training Compliance
Substantive Workforce (WTE)
Q4 February 2015 (M11)
Q4 March 2015 (M12)
Budgeted Staff in Post
10,665.8
10,660.5
Actual Staff in Post
9,955.5
10,051.8
790.9
1,361.0
10,746.3
11,412.9
Workforce Category
Temporary Workforce
Total Workforce Capacity
£44,000,000
95%
Turnover Rolling 12 Months
14.0%
£42,000,000
90%
13.5%
£40,000,000
13.0%
85%
12.5%
£38,000,000
12.0%
Workforce Capacity - WTE
£36,000,000
11.0%
£34,000,000
75%
10.5%
£32,000,000
12,000.00
80%
11.5%
70%
Apr-14
10.0%
11,500.00
May-14
Jun-14
Jul-14
Aug-14
Sep-14
Oct-14
Nov-14
Dec-14
Jan-15
Feb-15
Mar-15
9.5%
11,000.00
10,500.00
10,000.00
284
107
9,500.00
438
555
531
267
246
267
9,000.00
9,528
9,572
9,526
9,599
552
273
9,708
392
244
9,848
622
500
406
236
260
232
9,907
9,929
9,912
501
502
283
288
9,921
9,955
1,029
Substantive Pay Cost £m
332
Temporary Workforce Expenditure
10,052
Total Temporary Workforce Spend £m
March 2015
(M12)
Movement in Month
Bank Spend (£)
£1,383,700
£160,486
Agency Spend (£)
£3,202,287
£891,429
May-14
Jun-14
Jul-14
Aug-14
Sep-14
Oct-14
Nov-14
Dec-14
Jan-15
Feb-15
Mar-15
Bank WTE Worked (excluding R&D and Balance Sheet and Trust Wide)
Contracted WTE (excluding R&D and Balance Sheet)
Aug-14
Turnover %
Sep-14
Oct-14
Nov-14
KPI
Dec-14
Jan-15
Feb-15
Previous Rolling Year
Staff Mandatory Training Compliance by Division/Function
100%
90%
Childrens and Womens
11.9%
11.5%
10.5%
-0.4%
Clinical Support Services
13.4%
13.9%
10.5%
0.4%
Corporate*
11.5%
11.8%
10.5%
0.2%
40%
MRC**
16.8%
16.8%
10.5%
0.0%
30%
£3,500,000
NOTSS***
13.2%
12.8%
10.5%
-0.5%
£3,000,000
OSI
11.9%
12.0%
10.5%
0.1%
£2,500,000
Research & Development
12.4%
13.6%
10.5%
1.2%
Surgery and Oncology
13.5%
13.1%
10.5%
-0.4%
Total
13.7%
13.6%
10.5%
-0.1%
£4,585,987
£1,051,915
£4,500,000
£1,500,000
Division/Function
KPI
Mar-15
KPI
Total Expenditure Temporary Workforce
£2,000,000
SIP and Budget WTE excludes employees in Research & Development and in the Balance Sheet - recoverable staff who are paid by the OUH but
funded from external organisations.
Jul-14
Movement in
month
£4,000,000
Agency WTE Worked (excluding R&D, Balance Sheet and Trust Wide)
Jun-14
March 2015
(M12)
£5,000,000
Apr-14
May-14
February 2015
(M11)
8,500.00
8,000.00
Actual
9.0%
Apr-14
90%
84%
89%
81%
80%
91%
85%
85%
70%
61%
60%
50%
20%
10%
0%
March 2015 (M12)
Childrens and Womens
Corporate
NOTSS
Research & Development
Clinical Support Services
MRC
Operations and Service Improvement
Surgery & Oncology
£1,000,000
Vacancy Rate
£500,000
£0
Division/Function
Budgeted staff in
Actual Staff in Post
Post
Vacancy %
Vacancy WTE
Children's & Women's
1,453.4
1,368.4
5.8%
84.9
Clinical Support Services
1,975.4
1,909.0
3.4%
66.4
974.0
883.1
9.3%
90.9
MRC***
Corporate Services*
2,395.4
2,237.6
6.6%
157.8
NOTSS****
1,798.4
1,667.7
7.3%
130.6
Other
12.4
81.9
n/a
-69.5
Operations & Service Improvement
188.6
187.8
0.4%
0.7
Surgery & Oncology
1,863.0
1,716.3
7.9%
146.8
Total Substantive
10,660.5
10,051.8
5.7%
608.7
Excludes Balance Sheet and R&D staff
Other represents staff in Operating Expenses which reflects income from education monies and I&E transactions from externally funded
projects, mostly R&D, but which need to be reported within I&E.
Non Medical Annual Appraisal Rates
Vacancy Trajectory KPI
March 2015 (M12)
Total Agency Spend £m
Total Bank Spend £m
Total Temporary Workforce Spend £m
95%
90%
85%
Sickness Absence
80%
75%
Sickness Absence Rolling 12 Months
3.8%
70%
65%
3.6%
60%
55%
3.4%
50%
Apr-14
3.2%
May-14
Jun-14
Jul-14
3.0%
Aug-14
Sep-14
Oct-14
Nov-14
Actual
Dec-14
Jan-15
Feb-15
Mar-15
KPI
Total Temporary Workforce (Bank and Agency) by Division/Function (WTE)
2.8%
Apr-14 May-14 Jun-14
Division/Function
Agency WTE
Bank WTE
Total Temporary
WTE
Children's & Women's
69.9
30.7
100.6
Clinical Support Services
170.6
50.2
220.7
Corporate Services*
165.7
1.3
166.9
MRC**
231.3
101.7
333.0
Jul-14
Aug-14 Sep-14
Current Rolling 12 month
Oct-14 Nov-14 Dec-14
KPI
Jan-15
Feb-15 Mar-15
Engagement Index
Previous Rolling Year
Division/Function
March 2015 (M12)
KPI Variance
Movement in
Month
90%
NOTSS***
141.6
59.1
200.7
Children's & Women's
4.0%
1.0%
0.0%
Operations & Service Improvement
41.3
1.4
42.7
Clinical Support Services
4.1%
1.1%
0.1%
70%
Other
Total Temporary Workforce
176.3
87.5
263.7
32.8
0.0
32.8
1,029.3
331.7
1,361.0
* Corporate Services - OD & Workforce; Finance & Procurement; Planning & Information; Assurance; Chief Nurse Office; Medical Director
Office; Clinical services:
**Medicine, Rehabilitation and Cardiac
100%
Friends and Family Test (no survey in Q3)
100%
80%
Surgery & Oncology
Non Medical Staff Appraisal by Division/Function
Corporate Services*
3.5%
0.5%
0.1%
60%
MRC**
3.8%
0.8%
0.0%
50%
NOTSS***
3.6%
0.6%
0.0%
40%
Operations & Service Improvement
4.0%
1.0%
0.0%
Research & Development
1.5%
-1.5%
0.0%
Surgery & Oncology
3.7%
0.7%
0.0%
Trust
3.7%
0.7%
0.0%
90%
86%
86%
70%
(Work in progress)
61%
61%
60%
78%
80%
86%
69%
77%
75%
64%
63%
60%
Recommend this Trust to
F&F if needed treatment
50%
Recommend this Trust to
F&F as place to work
30%
50%
40%
28%
20%
30%
10%
20%
0%
March 2015 (M12)
10%
0%
Q1 14/15
Q2 14/15
Q3 14/15
Q4 14/15
Childrens and Womens
Corporate
NOTSS
Research & Development
Clinical Support Services
MRC
Operations and Service Improvement
Surgery & Oncology