Workforce Performance Report
March 2013
Graeme Armitage
Director of HR & OD
Caring, safe and excellent
1
SPECIALIST MENTAL HEALTH SERVICES - PERFORMANCE AGAINST TARGET –
ALL INDICATORS
5
SPECIALIST MENTAL HEALTH SERVICES - PERFORMANCE AGAINST TARGET –
ALL INDICATORS
ANALYSIS:
Turnover
Turnover has increased slightly – 10.64%:10.2% but with no specific underlying causes. All areas are under the trust
target of 12% except Bucks Adults
of working age who are slightly above target at 13.84%.
Sickness
Sickness levels have decreased to 5.21% a slight decrease on last month but above the Trust target of 3.5%. Complex
Needs are well below the target at 2.7%.
Bank and Agency
Despite staffing issues on wards bank and agency remains below Trust target and staff shortages are largely being
covered by sessional workers partly
because agencies are unable to provide the appropriate type of worker. The highest user of bank and agency – Oxford
Older Adults is still below the Trust target.
Vacancies
The vacancy rate is below the Trust target overall, being over target only in Complex Needs .
ACTIONS:
Recruitment to inpatient wards is being done through centralised recruitment as described in the January report– there
has been a high level of interest which is
being sifted in March; future reports will report on the efficacy of such an approach.
The high level of sickness in the Chilterns Team is being addressed; a new manager has been installed and the impact
of this is being monitored.
IMPACT: The impact of the centralised recruitment on vacancy levels and hence sickness rates will not be seen until
future months.
6
Oxfordshire Community Services –Performance against Target – All Indicators
7
Oxfordshire Community Services – Performance against Target – All IndicatorsANALYSIS:
Turnover
Turnover is very slightly up on last month (0.45%) but the only significant increase is in local community teams with no particular
underlying reason.
Sickness
Sickness has also increased slightly over last month from 4.45% to 4.7% – the biggest increase being in Urgent Care (1.79%)
with no particular underlying
issue although there was one dismissal for ill-health reasons.
Bank and Agency
Bank and agency spend has shown a significant decrease this month (4.76%:2.5%) despite sickness levels increasing although
vacancy rates decreased
slightly; at 2.5% bank and agency usage is well below the Trust target and the Trust’s average. The exception is in community
hospitals where increased
staffing is required for winter emergency beds.
Vacancies
The vacancy level is down from 7.06% to 6.7% with Urgent Care continuing to show a high vacancy rate at 23.7%. However the
majority of driver/receptionists
are zero/small number of contracted hours and work their hours as additional hours so that hours worked are in line with
budgeted hours. Vacancies in Urgent
Care have increased due to one dismissal.
ACTIONS:
The HR team takes a highly proactive approach to case management discussing sickness absence data with Ward Managers
which increases proactive
management of cases. In February there was one dismissal for ill-health. HR facilitated an afternoon on workforce issues with
Urgent Care.
IMPACT: See above – 1 dismissal for ill-health reasons.
8
Childrens & Families Services - Performance against Target– All Indicators
9
Childrens & Families Services – Performance against Target – All Indicators
ANALYSIS:
Turnover
Turnover has seen a slight increase over January (13.35%:13.52%) ( mainly due to increases in Psychological Therapies and Liaison and in Eating
Disorders.
Eating Disorders have traditionally had a high turnover rate particularly Highfield Swindon where there is a high ratio of unregistered to registered, the
former being more likely to move on for better opportunities, also Band 5 are likely to seek promotion to Band 6. Psychological Therapies have recently
undergone organisational change.
Sickness
In most areas sickness decreased in February as winter viruses recede even in those areas which are showing as red. At 3.45% the overall Directorate
sickness is below the Trust target of 3.5%; the exception being Eating Disorders which is due to temporary sickness and this should show a decrease
next month.
Bank and Agency
Bank and agency spend has decreased again and remains below the Trust target and the Trust average of 3.8%; this correlates with a decrease in
sickness
absence and stability in the vacancy rate. Agency spend has reduced from 2.3% to 1.9%. The short term intervention to allow use of overtime (with
tight controls
) continues – for bands 5 & 6 instead of using expensive agency. The division is looking to adopt a trust wide process for the booking of bank and
agency which
includes the above as a possible approach to staffing shortages.
Vacancies
The vacancy rate remains constant, reflected in the bank and agency figures above. Recruitment activity for the division is 156 posts. HR has worked
closely
with the Recruitment advisor to escalate start dates. The number of accepted offers awaiting start dates has seen an improvement compared to last
month
and currently stand at 93, of which 33 have been cleared to start.
ACTIONS:
HR attend Modern Matron meetings to understand the reasons for Turnover and to formulate an action plan. An R and R application may be
considered for
Eating Disorders. The new Highfield Unit at the Warneford may make a difference to turnover and this will of course be monitored. Psychological
Therapies
are beginning to grow their own trainees to seek better retention rates rather than training and then losing trainees to other organisations. Managers are
supported by a number of in-house HR
10
Specialised Services – Performance against Target – All indicators
11
Specialised Services – Performance against Target – All Indicators
ANALYSIS:
Turnover
Bullingdon figures are included this month; as the service is due to TUPE out at end March figures for April will be
significantly different. These figures are included to demonstrate the impact of this service and its TUPE out.
Divisionally turnover is above the Trust norm largely due to the Bullingdon effect.
Sickness
Sickness is also above the Trust target again largely due to sickness absence in the prisons. Both Forensic Mental
Health Services and Specialsied Community Services are below the Trust target.
Bank and Agency
Bank and agency spend has increased by 1.32% which correlates with an increase in sickness absence and an
increase in the vacancy rate. The
organisational change in Bullingdon has impacted on turnover and sickness and has had a correlating effect on bank
and agency. Bank and agency usage in Specialised community services is well below the Trust target
Vacancies:
Are increased to 8.8% but largely affected by the transfer of the Bullingdon service.
ACTIONS:
A high level of casework continues to be managed working closely with Occupational Health. There are 3 staff on
suspension and 3 staff not in their substantive posts due to professional registration and capability issues- this has an
impact on agency staffing. On e ill-health case is awaiting ill-health
retirement approval
IMPACT:
One long-term sickness case has returned to work. One ill-health case was resolved as the member of staff left.
12
Statutory Training - Trust
Trust performance - February 2013
90
Statutory Training
• Overall performance has remained flat at 83%.
85
81
• OCSD performance reduced by 1% to 79% with continued
pressure on service levels across the whole Oxfordshire
healthcare system during the winter months.
80
75
70
78
84 83 83
71
70
Statutory
65
Feb-13
Jan-13
Dec-12
Nov-12
Oct-12
Sep-12
Aug-12
Jul-12
Jun-12
May-12
60
Apr-12
• It is expected that performance will remain at this level during
March with the increased use of annual leave in the final month of
the year.
75
74
82
Actions
• Additional facilitated support has been given to some ward areas to enable the completion of e-learning through staff attending
groups sessions within the L&D Centre.
• Comparison of classroom attendance for statutory & mandatory training in the first 3 quarters of 2012/13 with the previous year
shows a 38% increase i.e. more than 5000 extra sessions attended as part of the drive to meet higher performance standards.
• Delivery of training at more local venues is being increased, particularly with the scheduling of refresher training in ‘blocks’ for
ward based staff and other groups (e.g. re-ablement service) where absence from service delivery makes completion of
scheduled training less convenient
• Dedicated L&D staff resource is focused on the completion of local and Trust induction through approaches to individuals and
their managers where training gaps have been identified.
13
Statutory Training by Division
Activity
Equality & Diversity
Staff
Trained
Booked
Gap
Fire
Staff
Trained
Booked
Gap
H&S
Staff
Trained
Booked
Gap
Induction Corporate & Jnr Doc
Staff
Trained
Booked
Gap
Local Workplace Induction
Staff
Trained
Booked
Gap
MHSD
93%
1165
1078
11
76
79%
1163
913
67
183
69%
55
38
6
11
82%
130
106
9
15
69%
132
91
0
41
OCSD
81%
1803
1457
20
326
74%
1807
1330
107
370
63%
143
90
4
49
82%
339
277
17
45
44%
376
164
0
212
SSD
93%
524
485
8
31
81%
524
423
29
72
95%
20
19
0
1
70%
61
43
7
11
42%
60
25
0
35
C&FSD
92%
1399
1291
20
88
81%
1397
1136
60
201
77%
13
10
3
0
84%
204
171
13
20
74%
206
152
0
54
Corp
92%
623
571
3
49
79%
619
488
15
116
70%
145
101
9
35
68%
100
68
3
29
58%
48
28
0
20
Activity
Infection Control
Staff
Trained
Booked
Gap
Moving & Handling
Staff
Trained
Booked
Gap
PMVA
Staff
Trained
Booked
Gap
Resuscitation
Staff
Trained
Booked
Gap
Safeguarding (adults/children)
Staff
Trained
Booked
Gap
MHSD
81%
2137
1731
67
339
78%
1161
903
89
169
75%
1770
1324
301
145
68%
1821
1247
94
480
80%
2160
1727
153
280
OCSD SSD C&FSD
80% 81%
83%
3546 1012 2650
2831 822
2202
68
72
89
647
118
359
77% 73%
84%
1770 523
1397
1370 383
1174
83
49
43
317
91
180
55% 78%
67%
394 1030 1062
216
802
711
14
135
173
164
93
178
71% 74%
76%
2962 922
2332
2112 684
1767
126
50
131
724
188
434
74% 81%
87%
3259 1015 2934
2419 822
2542
122
81
162
718
112
230
Corp
76%
501
380
5
116
81%
623
502
9
112
60%
251
151
20
80
49%
334
164
10
160
81%
426
347
12
67
Notes:
• Activity - each subject area of statutory training without showing individual course types
• Booked - a committed place on a training course, i.e. a plan to achieve currency of training
• Not booked - the remaining ‘gap’ where no action has been taken to achieve currency of training
14
Statutory Training - Risk Level 1 – Ward Registered Staff
The following courses have been selected as high risk for the highest risk group; All registered staff working on inpatient wards.
Course
Performance Total
%
Staff
Staff Training
Trained required
Already
Booked
Action required
Places available
in next 3 months
309
Fire Awareness
78
840
659
182
32
Book 150 places & attend
Induction - Local Workplace
51
97
49
48
0
Managers to input date on OTR
Infection Control - Classroom
88
840
736
104
32
Book 147 places & attend
340
Infection control - Workbook
76
753
571
182
0
PMVA Full Course Teamwork
93
260
242
18
3
Completion of workbook by
individual
Book 15 places & attend
28
PMVA Full Course Recertification
73
208
152
56
29
Book places & attend
31
PMVA Short Course Teamwork
78
97
76
21
8
Book 13 places & attend
PMVA Short Course Recertification
59
83
49
34
11
Book 23 places & attend
Short course being phased
out and replaced with full
course
Resuscitation Assessment ABLS &
AED
Resuscitation eLearning ABLS & AED
71
839
598
241
70
Book 171 places & attend
229
74
839
621
199
0
Completion of eLearning by
individual
Actions:
Dedicated L&D staff resource has worked with ward managers and their staff to ensure completion or booking of outstanding induction.
An e-learning solution for infection control is in development with sections tailored for specific groups.
The introduction of the resuscitation training strategy has resulted in feedback on the complexity of an e-learning solution which has been revised.
Impact:
Supporting managers on induction ‘gaps’ will reduce those with local induction showing as yet to be completed.
Providing an alternative delivery method for infection control targeted at specific groups will enhance the relevance and completion of training.
The introduction of a revised e-learning package for resuscitation enables content to be broken down into more relevant sections for particular staff
groups. This will reduce the training time and increase take-up of e-learning prior to the class-room assessment.
15
Mandatory Training
Target
Staff
Care Programme Approach
90%
85%
652
588
28
36
60 places available
Clinical Risk Assessment & Management
80%
85%
1094
872
33
189
Course under review - facilitator shortage in
Nursing & Clinical Standards Directorate
Complaints
86%
85%
37
32
3
2
36 places available
Dual Diagnosis Tier 1
80%
70%*
1351
1079
n/a
272
eLearning available
Falls Awareness
54%
70%*
1138
617
102
419
Capacity increased from January 2013.
New e-Learning solution from February
Food Hygiene
82%
85%
1483
1212
96
175
291 places available
Information Governance
76%
70%*
5412
4123
65
1224
eLearning or classroom
Managing Risk
56%
85%
52
29
n/a
23
eLearning
Medicines Management
39%
85%
129
50
0
79
eLearning solution in Q4
Mental Capacity Act
80%
85%
1361
1085
101
175
67 places available
Mental Health Act
84%
85%
3617
3024
144
449
203 places available
Safe & Supportive Obs (new starters)
47%
85%
38
18
n/a
20
Online competence assessment available
Supervision
70%
70%*
3904
2718
0
1186
Activity
Not
Trained Booked booked
Notes
(places available within next 3 months
shown)
Trust
Achieved
eLearning available or classroom
Notes:
• Activity - each subject area of mandatory training without showing individual course types
• Trust Achieved - actual performance level i.e. trained staff as proportion of all staff requiring training
• Target - unless indicated with * this will be 85%. * shows a current phased target.
• Booked - a committed place on a training course, i.e. a plan to achieve currency of training
• Not booked - the remaining ‘gap’ where no action has been taken to achieve currency of training
16
PDRs
February – maintained at 92%.
PDRs
80
71
83
88
89 91
91
90 91
92
92
Feb-13
Jan-13
Dec-12
Nov-12
Oct-12
Sep-12
Aug-12
Jul-12
Jun-12
May-12
PDRs
Apr-12
100
90
80
70
60
50
40
30
20
10
0
•
Three of the four service divisions have achieved or maintained
performance at 95%.
•
The lower performance of OCSD at 86% reflects continuing pressures on
the provision of services across Oxfordshire during the peak winter
months.
•
It is expected that the new cycle of PDRs which starts in April will see an
improvement in performance over the first quarter..
Numbers
56
28
256
29
61
430
Numbers
6
0
5
12
23
17