"SOUTH WARWICKSHIRE NHS FOUNDATION TRUST"
SOUTH WARWICKSHIRE NHS FOUNDATION TRUST Meeting Board of Directors Date 27 July 2011 Subject Human Resources Quarterly Report Enclosure N Nature of item For information For approval For decision Decision The Board is invited to receive and note this report. required (if any) General Report Author Caroline Samouelle, Associate Director OD; Information Sally Leggitt, Senior HR Manager; Dan Pearce, HR Manager; Ann Pope, Director of Human Resources Lead Director Ann Pope, Director of Human Resources Received or Meeting approved by Date Resource Revenue Implications Capital Workforce Use of Estate Funding Source Freedom of Confidential (Y/N) No Information (if yes, give reasons) Final/draft format Final Ownership Trust Intended for release Yes to the public South Warwickshire NHS Foundation Trust Report to Board of Directors – 27 July 2011 Human Resources Quarterly Report (April to June) Executive Summary Following the transfer of Warwickshire Community Services on 1st April 2011 significant progress has been made to align workforce processes across the new organisation. A sub group of members of the HR Teams and staff side commenced work on drafting a new Recognition Agreement ready for 1st April 2011. A final draft has now been agreed and is in the process of being reviewed and signed off by the individual Trade Unions. Work has commenced on the review and harmonisation of other HR policies and procedures. This is the first report to include performance information across the whole of the new organisation. As a result, in some key performance areas, a significant change in performance from the previous report will be noted. This is inevitable where separate organisational reports are combined for the first time but it does provide a baseline from which to move forward. The electronic rostering project is now well established with a Project Team meeting weekly to review progress and reporting to a Project Board on a monthly basis. A rolling programme of implementation has been agreed and 7 wards/departments are already live. The roll out programme includes implementation for medical staff scheduled to commence in November and for Community staff scheduled to commence later in the year. A business case for the transfer of NHS Occupational Health Services across Coventry and Warwickshire into a shared service, to be hosted by University Hospitals Coventry and Warwickshire, has been considered and approved by Management Board. It is anticipated that the new shared service will be implemented in April 2012. Plans are also in place to extend the current Staff Support service within the Acute part of the organisation across the whole Trust. Impact of the Transfer of Warwickshire Community Services During the quarter Warwickshire Community Services transferred to South Warwickshire NHS Foundation Trust, this has had a significant impact on the ongoing values of measures that have been previously reported. Therefore any comparative figures relating to measures reported pre and post April 2011 need to be viewed with this in mind. In March 2011 the organisation population was 2,275 heads (FTE of 1,904.30). Following the transfer in April 2011 this figure rose to 3,790 (FTE of 3,061.93). The arrival of Warwickshire Community Services continues to generate issues with ESR and the ability to produce reports organisation wide. In effect ESR remains divided however relevant administrators have access to both sides of the system. Efforts had been made to move some corporate staff manually into the correct side of the system however this resulted in unforeseen difficulties with impacts on many other parts of the system. Four sets of dates have been announced during which staff will be moved to the correct locations via a central de-merge. The earliest is October 2011 with the latest being in November 2012. It is not yet clear which date our de-merge process will take place. 2 Policy Group A Policy Group has now been set up in partnership with local staff side representatives to facilitate the harmonisation, production, review, consultation, publication and impact assessment of all Human Resources Policies. Specifically the group will act as a gateway for all policies in relation to the workforce that impact on working practices, terms and conditions of employment or required standards of behavior. This group will also be responsible for ensuring that all HR policies meet both local and national standards and are compliant and updated to meet all statutory and legislative requirements. Key Performance Indicators Sickness The overall percentage sickness figure for the Trust in March 2011 was 3.62%. Since December 2010 the sickness levels had dropped consistently from 4.4%. In real terms, and at the peak difference, this represented a reduction across the trust of roughly 300 full time equivalent (FTE) sickness days per month. In April 2011 however as the new organisation formed, the figure rose to 3.83% and in May 2011 this rose again to 4.01%. The figure for June 2011 is not yet available. In February 2011, the sickness rate for unqualified nursing staff rose to a peak at 8.05%. This dropped to 5.85% in May 2011. Sickness rates for non nursing support staff have increased to a high of 6.4% in May 2011. Levels for qualified nursing staff and midwifery are still higher than the Trust average at 4.7% (as of May 2011) however have been reducing from a high of 5.19% in March 2011. As at May 2011 all other staff groups are below 4%. Divisional sickness rates are monitored on a monthly basis at the Finance and Performance meetings. Human Resources staff continue to work with managers in areas with relatively high levels of absence to address issues of long and short term sickness. During the quarter, the employment contract of four members of staff were terminated on the grounds of incapacity due to ill health. The attendance of 7 other members of staff with a history of repeated short term absences continues to be managed under the formal stages of the Trust’s Sickness Absence Management policies – 6 members of staff at Stage One and 1 at Stage Two. Attendance issues in relation to four members of staff whose sickness was being managed formally have been resolved during the quarter. Learning and Development Following the transfer of community services in April 2011, work has been underway to review and align processes within the learning and development function. One key area of work being carried out has been the development of an Essential Skills (Mandatory Training) Policy and a standardised approach in reporting data for mandatory training. The data presented in this report now reflects the percentage rate for both Community and Acute staff who are currently in date with training compliance. In recognition of the challenges of an enlarged and more geographically spread workforce, a sub group of the Mandatory Training Group has been tasked to review, assess and 3 ensure sufficient capacity is available to meet the Trust requirements. It is hoped that some elements of essential training currently being delivered on a face to face basis will in future be delivered using e-learning. The purchase of software “training tracker” will provide a robust mechanism by which this form of training can be measured and recorded. The mandatory training induction passport previously used within the Acute Unit has been adopted and adapted for use by staff working within the community. A new corporate induction programme has been implemented and continues to support the elements required to be delivered to new Trust staff. The induction policy is currently being revised to reflect these changes. Of particular note has been the opportunity to amalgamate the good practice taking place with both apprenticeship and assistant practitioner development. This has proved extremely positive especially for all those involved in supporting the non professionally qualified workforce. Work is now underway to further refine and expand the potential numbers of these posts in areas where new models of care are being developed or where services are being redesigned. Mandatory Training Overall Performance – 30th June 2011 Mandatory Training Breakdown by competence across clinical staff Competence NB Reference Period Attendance % n/a Blood Transfusion Community 85% Child Protection including 01/06/2009 SGC = 91.5% Vulnerable Adults (MCA and DOLS) 30/06/2011 SGVA = 74% Infection Prevention 01/06/2010 30/06/2011 60% Information Governance 01/06/2010 60% -30/06/2011 Life Support 01/06/2009 91.5% 30/06/2011 Moving and Handling (3 year 01/06/2009 85% competence) 30/06/2011 Mandatory Training Breakdown by Competence across non clinical staff Competence NB Reference Period Attendance % Infection Prevention Community 01/06/2010 – 66% TNA n/a 30/06/2011 Information Governance 01/06/2010 52.5% 30/06/2011 Child Protection including Community SGC = 71.5% Vulnerable Adults TNA SGVA = 74% vulnerable adults only 01/06/2009 - clinical staff 30/06/2011 Moving and Handling (3 year 01/06/2009 – 71.5% competence) 30/06/2011 4 Appraisal Appraisal data for 1st April 2011 to 30th June 2011 Clinical staff – 60% Non Clinical Staff – 58% ESR Project Board Update for July 2011 Workforce Report The final meeting of the ESR Project Board took place in June 2011. The roll out of Employee Self Service is now complete across the Trust, and Supervisor Self Service will be provided to Managers upon request. It was agreed that the way forward will be that:- “HealthRoster” the new e-rostering system will be used to record annual leave, sickness absence, and time-off for training. Employee Self Service (and Supervisor Self Service if requested by Managers) will be used for booking training courses via OLM (Oracle Learning Management). Feedback on this in the future will be reported to the Learning Group. Work Experience Project 2010/2011 Annual Report The Coventry and Warwickshire Work Experience Project began in May 2009 with the appointment of a Work Experience Co-ordinator (WEC). The Work Experience Department (WED) is based at George Eliot Hospital and works in partnership with, South Warwickshire NHS Foundation Trust and Coventry and Warwickshire Partnership Trust. The project has been funded with SHA monies, allocated on a headcount basis. Funding for another 12 months has been secured from the Strategic Health Authority. Over 800 requests in the past year have been received by the WED for placement in these Trusts. These requests have been from Year 10, 11, 12 and 13 students, higher education students or people wanting career changes. The WED works collaboratively with local schools, colleges, universities and employment agencies. The WED sends out on average 15 application forms a week for post year 12 work experience and have offered work experience to over 600 people and students. Year 10 and Year 11 (14-16 year olds) Work Experience Over 87 Work Experience Placements were offered by the South Warwickshire NHS Foundation Trust to local Warwickshire schools between October 2009 and July 2011. These included clinical and administration placements within the South Warwickshire hospitals, with placements usually lasting for 5 days. Year 12 and above Work Experience Throughout the past two years, 171 years 12 and 13 students and other people requesting a specific work experience placement have been successfully placed in the Trust. These 5 placements are more intensive, and are tailored to students who wish to specifically pursue a career in the NHS. These have included clinical, allied health professional and administration placements which last between 1 – 5 days. Taster / Career Days The WED organised 4 clinical taster days at the Trust where over 100 students had the opportunity to talk to clinical staff about their careers. They also had access to learn simple clinical skills. NHS Ambassadors The WED have recruited 57 NHS Ambassadors in the Trust. The NHS Ambassadors’ main duties are to interact with young people and promote NHS careers and to provide valuable work experience programmes. They also attend career fairs, present talks to the students on Taster Days and share their work ethic and enthusiasm for their NHS career. The NHS Ambassadors have so far attended 24 career fairs in South Warwickshire schools. Support for local schools and colleges This WED has also supported 36 schools in Warwickshire, providing talks about NHS careers. Input has also been given in providing careers support and advice including mock interviews. Evaluations Without exception students who have had work experience in the Trust said that the work experience met their expectations and would help them with their future career choices. The department track students to see if they do apply for places at university or obtain positions in their chosen career in a health care setting. Workforce Action Plan The quarterly update of the Trust’s Workforce Action Plan is attached at Appendix A. The Plan incorporates actions arising from the NHS National Staff Survey and previous Staff Engagement. Nurse Bank Report BSMS Trinity Upgrade This is due to take place during the week commencing 19th September. Trinity allows bank staff access from home computers to put on their availability and see which shifts are available and then to book themselves into shifts. It also links into the e-Rostering system, which should reduce the number of telephone calls that are made/received by the Bank Support Team. 6 Joint Working for Bank Teams The community bank support team, currently based at Southam are moving over to the Warwick site on 25th July. The merger of systems will take place in line with the upgrade to Trinity in September. Communications A newsletter was produced and distributed to all bank staff (Acute and Community). This detailed the changes to bank arrangements and encouraged staff who wished to do so to express a willingness to work across the whole organisation. So far a small number of staff are doing this. Bank Recruitment Bank Band 5 nurses continue to be advertised, both for the Acute and Community with interviews taking place fortnightly. Band 2 nurses are not advertised but applications are still received with short listing every couple of months. Use of the Bank and Agency Workers April – June 2011 This report only includes the figures for what was previously the Acute Trust. Work is progressing well towards merging the bank functions and it is hoped that next quarter’s report will be a combined one. Qualified showing percentages Date Apr-11 May-11 Jun-11 Requested Shifts 828 870 836 716 789 733 Bank Filled (86%) (91%) (88%) Agency Filled 67 (8%) 41 (5%) 37 (4%) Unfilled Shifts 45 (5%) 45 (5%) 66 (8%) Unqualified showing percentages Date Apr-11 May-11 Jun-11 Requested Shifts 1258 1316 1464 Bank Filled 1212 1247 1349 (96%) (95%) (92%) Agency Filled 6 (0%) 13 (1%) 10 (1%) Unfilled Shifts 40 (3%) 56 (4%) 105 (7%) Medical Workforce Report The West Midlands Deanery recruitment to our junior doctors in training posts for August 2011 are now full with the exception of one GP Vocational Training Scheme post in Accident and Emergency. Of particular note, we have had full recruitment into the middle grade tiers in Obstetrics and Gynaecology and Paediatrics and Neonates. Disappointingly, following a very successful recruitment drive to appoint middle grade doctors in the Accident and Emergency Department, we now have two vacancies in this tier. The Trust is once again actively recruiting in order to fill the vacant slots. 7 The Trust has been actively working with George Eliot and UHCW in the creation of a Coventry and Warwickshire wide medical locum bank. It is hoped by doing this, the Trust will be able to access an increased number of doctors working locally who do not work for external agencies. This is just one initiative being pursued in the Trust’s drive to reduce medical agency usage and expenditure. A member of the Medical Workforce team has been seconded to the E-Rostering Project on a temporary basis to lead on the implementation of the Medical module of E-Rostering. It is anticipated that the roll out of this module will commence in November 2011. Occupational Health Services Occupational Health Services across Coventry and Warwickshire are currently fragmented in nature, with the majority of individual Trusts having their own in-house service. This is the current position for our Trust and, following the transfer of the community services on 1st April, the Occupational Health Service also provides a service, through a Service Level Agreement to George Eliot NHS Trust and to NHS Warwickshire. The changing national context and the need to improve efficiency and effectiveness of services, means this model may no longer be sustainable. As such, a collaborative project across Coventry and Warwickshire provider organisations was established last year to look at future occupational health provision across the local health economy. A proposal has been considered and approved at Management Board which will bring services together into a new collaborative area service model, designed to be: cost-efficient; effectively achieve challenging objectives; offer a quality service to customers; oriented towards effective mechanisms for improving health; and, configured to meet future needs. The new service model is based on a ‘hub and spoke model’, with University Hospitals Coventry and Warwickshire (UHCW) being the main base, with further identified bases in Warwick and Nuneaton. Whilst these would be classified as the main bases, satellite clinics would continue to be undertaken across the cluster patch as appropriate. The staffing establishment would include a fully qualified Occupational Health (OH) Consultant, which is not currently the case across all organisations, alongside suitably qualified OH Nurses able to manage their own caseloads. The comparison between the current and proposed staffing model shows an overall reduction of 1.60 wte and a saving of £35,159 over the whole service. The estimated saving for SWFT in 2011/12 is £17,886 with further savings to be realised over the following years as practice is changed. Staff Support The staff support service for Acute staff has always been proved by the Trust’s Clinical Health Psychology Team. At the point of transfer two separate Service Level Agreements were in place to provide a service to Community staff. In order to provide an equitable service to all staff it has been agreed that the current service provided by the Psychology 8 Team will be extended. To facilitate this a Counsellor will be appointed to provide the Staff Support service, which will be supervised by the Consultant Clinical Health Psychologist. This will be implemented within current budgets and while no saving will be realised, it is anticipated that there will be potential to offer the service to other organisations and so generate a small amount of income. Ann Pope Director of Human Resources 9 SOUTH WARWICKSHIRE NHS FOUNDATION TRUST Appendix A WORKFORCE ACTION PLAN - July 2011 WORKSTREAM ACTION RESPONSIBILITY TIMESCALE COMMENTS LEADERSHIP Continue to implement Leadership and Management Executive Directors and senior Ongoing Development 'Developing Our managers Managers' paper Review delivery of Associate Director Ongoing Evaluation of programme undertaken by first management Organisational Development cohort ongoing. development programme and HR Manager (GD) in light of TCS Well structured teams Where appropriate, Divisional management teams Ongoing 2010 Staff survey results show improved managers to use and line managers responses in relation to clarity of roles and communications channels objectives. Continue to promote appraisal and team objectives to process and team meetings to discuss these support understanding of issues. Team objectives incorporated into team and individual roles revised appraisal paperwork. and priorities STAFF RESOURCING/STAFF RATIOS Nursing Acuity reviews Continue to undertake Director of Nursing Ongoing Acuity reviews on a six monthly basis using AUKUH workforce tool. Sickness absence Manage and monitor All line managers, with support Ongoing Finance & Performance Committee continues management sickness absence from HR Managers/Advisers to receive monthly sickness reports by effectively to ensure exception (>4%) with action plan. adequate staffing levels Nursing and admin Bank Continue to monitor Director of Human Resources/ Ongoing Trust has purchased upgraded bank system effectiveness of nursing Director of Nursing (Trinity) which will be installed in September and admin Bank 2011 and which will work alongside new E- rostering system to improve booking of temporary staff. Ensure Pledge 7 Executive team Ongoing (Workload) of Leadership Charter embedded in Trust leadership culture 10 SOUTH WARWICKSHIRE NHS FOUNDATION TRUST WORKSTREAM ACTION RESPONSIBILITY TIMESCALE COMMENTS E-rostering Roll out of new E- Director of Human Resources / Ongoing 2 clusters of wards/departments have been rostering software across Associate Director of Operations rolled out and project ongoing with clusters 3 the Trust – Surgical Division and 4. Rostering policy in development. RECRUITMENT AND RETENTION Ensure appropriate staffing All line managers Ongoing levels to deliver safe care Improve recruitment and Recruitment & Retention Group Ongoing retention in key areas to discuss issues in specific areas and develop action plan. Continue to deliver HR Manager (GD) / HR Ongoing Policy under review in light of TCS before Recruitment & Selection Manager, Resourcing (DP) further workshops delivered. workshops DIGNITY AT WORK Equality and Diversity Develop Equality and Senior HR Projects Manager Ongoing via evaluation E&D action plan has been developed to diversity action plan for (MO’R)/HR Adviser (LB) at Mandatory Training incorporate Single Equality Scheme into new Trust. Group equality delivery system which will seek to ensure Trust objectives meet requirements of local health economy. RECOGNITION Recognition Group Continue to review and Communications Manager / HR Ongoing Star Awards extended to include community improve recognition of Adviser staff. Recognition board ongoing. Currently staff contribution working on new team award and next long service event. 11 SOUTH WARWICKSHIRE NHS FOUNDATION TRUST WORKSTREAM ACTION RESPONSIBILITY TIMESCALE COMMENTS WELL-BEING Managing work-related stress Continue to deliver half HR Manager (GD)/ Clinical Ongoing day workshop for Psychologist managers on managing stress in the workplace Review Management of HR Director / HR Manager (GD)/ 31.03.11 Review of procedure complete. Stress Procedure Health & Safety Adviser/ Occupational Health Adviser/ Head of Clinical Psychology Develop Stress Head of Clinical Health Ongoing Arrangements for Wellbeing Group under management programme Psychology / HR Director review. Will meet quarterly to review wellbeing for all staff initiatives. STAFF ENGAGEMENT Trust key objective to deliver Chief Executive/HR Director Autumn 2011 Further staff engagement sessions planned for a further staff engagement Autumn 2011, following TCS. A dedicated exercise resource has been identified to support delivery. LEARNING AND DEVELOPMENT Learning Group Create a Learning Board September 2011 A number of sub-groups will support the to align all learning and different strands of education and learning and development activity will ensure a more structured and strategic approach to managing learning and development activities. Staff Appraisal Continue to monitor Associate Director of Ongoing Appraisal documentation has been reviewed quantity and quality of Organisational Development and simplified to support managers and staff appraisal throughout through appraisal process. Trust. 12 SOUTH WARWICKSHIRE NHS FOUNDATION TRUST WORKSTREAM ACTION RESPONSIBILITY TIMESCALE COMMENTS Local induction Line managers to ensure Line managers Ongoing An audit of local induction arrangements will quality local induction is in be undertaken within the next 3 months, in line place for all new starters with NHSLA requirements. Continue to deliver Continue to expand HCA Associate Director of Ongoing HCA programme now includes community development opportunities Development programme; Nursing/Associate Director of focused elements. for Bands 1-4 run apprenticeship Organisational Development schemes; expand Apprenticeships introduced in non-medical introduction of assistant areas, e.g. management and medical records. practitioner roles and support non-clinical staff in Band 1-4 roles Appointment of Unison Trust Convenor Unison representative now a member of the Learning Representative Learning Group. to work with Learning & Development team to support Bands 1-4 development. COMMUNICATIONS Improvements to intranet Project Group formed Communications Manager Ongoing The Trust’s new website went live in April required from staff volunteers 2011. The Intranet project will be reactivated in the near future. Managers not communicating Communications module Associate Director of Ongoing decisions/updating on included in management Organisational Development progress development programme 13