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SOUTH WARWICKSHIRE NHS FOUNDATION TRUST
Meeting Board of Directors Date 25 January 2012
Subject Human Resources Quarterly Report Enclosure O
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 Ann Pope, Director of Human Resources
Information 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 – 25 January 2012
Human Resources Quarterly Report (September 2011 – December 2011)
Introduction
The report summarises information supplied by the HR Team and Project Leads for the
key areas of HR work streams being undertaken. In addition, information from the
Corporate Nursing Team in relation to nurse bank and agency data is included. Detailed
workforce information continues to be reported on a divisional basis to the monthly
Finance and Performance Executive meeting.
Sickness
At the end of the previous quarter (July - September 2011), the overall percentage
sickness figure for the Trust was 4.32%. This figure rose slightly to 4.55% in October 2011
and then fell to 4.16% in November 2011. The figure for December 2011 is not yet
available.
In November 2011, the sickness rates for the following groups were relatively high:
Unqualified Nursing Staff - 6.82%
Qualified Nursing and Midwifery - 4.83%
Sickness rates for other staff groups were all under 4%.
Divisional sickness rates are monitored through the Finance and Performance Executive
meetings. In October and November 2011, the Divisional sickness rates were as follows:
Division Percentage sickness Percentage sickness
October 2011 November 2011
Corporate Division 2.29 2.62
Elective Care Division 4.58 3.80
Emergency Care Division 4.39 3.85
Integrated and Community 5.62 5.69
Care Division
Support Services Division 3.80 2.84
Human Resources staff continue to work with divisional managers in areas with relatively
high levels of absence to address issues of long and short term sickness.
During the quarter the attendance of 13 members of staff with a history of repeated short
term absences continued to be managed under the formal stages of the Trust’s Sickness
Absence management policy.
Medical Workforce update
A new Trust job planning document has been written and circulated to medical staff who
will be undertaking job plan reviews. This document outlines the principles to be followed
at the review, as well as being specific about the content of Supporting Professional
Activity. To further support the process, the recent jointly published Job Planning
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guidance from the BMA and NHS Employers has also been circulated. The Divisional
teams and Associate Medical Directors have been tasked with co-ordination of the job
planning cycle for medical staff within their Divisions.
The West Midlands Deanery Junior Doctor Online Induction which was introduced in
August 2011 is proving successful with compliance rates for completion of this induction
programme at 100%. The Trust is therefore now able to reduce the generic content of its
own induction programme and focus on more specialty specific information. This will also
help to reduce the amount of time junior doctors are away from their clinical departments.
Recruitment Report (not including medical staffing)
The Recruitment Team have been working towards merging structures, systems and
processes. The team is now structured into teams matching the new divisional and
operational structures with a recruitment adviser heading each team. The table below
highlights the current levels of activity within the team as of 10th January 2012.
Integrated
Support
Elective Emergency and Corporate Bank
Services
Community
Live
Vacancies 47 33 111 12 17 120
and Offers
This is a total of 340 live vacancies and offers currently going through the system which is
considered to be high (at the last quarter this figure was 196). This is partly due to a
significant number of Approvals to Recruit (ATRs) received in the team in October
2011which are still going through the system. The Recruitment Team were asked to
prioritise recruitment to a number of posts within the Integrated and Community Division,
including recruitment to the CERT Team. Some delays in the CERT recruitment have
arisen, in the main because individuals accepted posts and then withdrew which led to two
posts being readvertised. However, 10 offers have now been made with start dates and
induction plans to be confirmed by managers.
Currently CRBs are taking an average of 13.3 days to be returned. References are taking
on average 20 days to be returned and Occupational Health checks are taking an average
of 8.9 days to be returned. Overall the process is taking on average 92.4 days to complete.
The target length of time is 77 days and measures are being put in place to reduce this
length of time over the coming months.
Staff Bank Report
The figures only include the Acute Trust for October and November but December figures
show the whole Trust for nurses and midwives.
BSMS Trinity Upgrade
This has now taken place, there were a few problems initially, but these are now resolved.
On-line time sheets have now been rolled out across the four wards in the community;
they started using these from 1st January. Other areas will be going on line in due course.
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Agency Audit (NHSLA Requirement)
A quarterly audit is currently submitted for the acute, which audits that we have
checked that agency staff have current NMC numbers, have had Occupational
Health clearance, right to work, CRB etc. this has now also commenced for the
community.
Bank Recruitment
Bank Band 5 nurses for the hospitals and bank band 5 community nurses continue
to be advertised, with interviews taking place fortnightly. Band 2 nurses are
advertised for 1 week at the beginning of the month, and interviews take place
monthly. Areas in the community which require bank staff are placing their own
adverts i.e. SALT, Podiatry and interviewing as necessary.
Bank Activity
Qualified showing percentages
Date Oct. 11 Nov. 11 Dec-11
Requested Shifts 1085 895 1120
Bank Filled 87% 88% 68%
Agency Filled 8% 6% 9%
Unfilled Shifts 6% 5% 23%
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Unqualified showing percentages (%)
Date Oct. 11 Nov. 11 Dec-11
Requested Shifts 1385 1440 2505
Bank Filled 94% 93% 68%
Agency Filled 1% 2% 18%
Unfilled Shifts 5% 6% 13%
E-Rostering Update
Integration of Healthroster and Trinity (the new bank system) is almost complete. The
project team faced some unforeseen challenges during this process but training of staff for
all departments was completed and the go-live date of 3rd December was achieved. The
team continues to data cleanse the information uploaded to ensure the two systems work
efficiently.
From November 1st, Healthroster has been used to create online timesheets for all
substantive staff working in Physiotherapy. From December 1st it has also been used for
all staff working bank shifts in the acute side and since 1 st January for all bank staff
working in wards in the Community.
Work continues to implement the A&E Medical Staffing rota with a prospective go-live date
of 29th January for SHOs with middle-grades to follow shortly after.
The system will be down at two points during January. The first on 10th January for an
upgrade and the second on 30th January to change the database to enable the working
week to start on Monday.
Employee on Line for staff continues to be rolled out and feedback remains positive.
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Learning and Development update
Mandatory Training Overall Performance:
Clinical Staff
Competence Reference Period Attendance
Blood Transfusion 82%
01/ 12/2008 to SGC = 95%
Safeguarding Child 30/12/2011 SGA = 78%
and Safeguarding
Vulnerable adults
01/12/2010 to
Infection 30/12/2011 60%
Prevention
Information 01/12/2010 to 62%
Governance 30/12/2011
Basic Life support 01/12/2009 to 84%
30/12/2011
80%
Moving and 01/ 12/2009 to
Handling (3 yearly 30/`12/2011
compliance)
Non Clinical
Competence Reference Period Attendance
Safeguarding Child 01/ 12/2008 to 82%
30/12/2011
78%
Infection 01/12/2009 to
Prevention 30/12/2011
Information 01/12/2010 to 54%
Governance 30/12/2011
Moving and 01/ 12/2008 to 67%
Handling (3 yearly 30/12/2011
compliance)
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Appraisals
There has been a small month by month percentage improvement in appraisal rates.
Work continues to support managers in undertaking appraisals and new training sessions
have been advertised which will complement the new streamlined appraisal
documentation. The process of collation of appraisal data continues to improve with
managers now submitting returns on a more timely basis.
Appraisal compliance as of 30/12/2011:
Clinical = 64%
Non Clinical = 62%
Total compliance = 63%
Essential Skills Training
The Essential Skills (mandatory training) Training Needs Analysis has now been merged
into one single document. This now outlines all the essential skills required by staff for the
whole Trust.
Learning Board
The inaugural meeting of the newly established Learning Board will take place in February.
The Terms of Reference for the Board as well as the membership has been agreed
together with the 6 sub groups supporting the Board (Widening Participation, Education
and Professional Development, Leadership and Management Development, Medical
Education, Information Technology and Essential Skills). The Learning Board will ensure
all learning and development activity is accounted for centrally and provide the forum by
which strategic planning as well as operational issues are discussed. Drawing all strands
of learning and development together should avoid potential duplication, achieve
economies of scale, and provide the forum to raise specific training related issues and
agree solutions.
A draft Learning and Development Strategy has been drawn up which will be shared at
this first meeting.
Staff Engagement
Following the series of staff engagement sessions held in October 2011, the Chief
Executive and the team from HR, Clinical Health Psychology and Communications who
facilitated the sessions, met with the Trust senior managers in December 2011, to feed
back the key messages and themes that had emerged from the sessions.
The comments have been organised into 7 key themes, i.e. Communications,
Management style, Managing the Patient Journey, Team working and Training, Learning
and Development, Resourcing (staffing, equipment and finances), and Systems (internal
systems including IT systems and documentation).
Volunteers from the engagement sessions are being identified to join project or working
groups which are addressing these issues, to ensure continuity and involvement from the
staff who raised them.
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A special staff only edition of The Pulse is also being published in January which will
contain an update on the staff engagement programme for all staff.
Staff Survey 2011
The initial analysis from the Staff Survey 2011 has been received from Quality Health (the
company commissioned to undertake the survey on our behalf) and showed a very
positive result. The response rate to the survey was 59% and results in all seven sections
of the survey compared favourably with last year’s results for both acute and community
Trusts. In most areas they also compared favourably with the results from the other Trusts
surveyed by Quality Health.
Staff reported a better work life balance with more opportunities for flexible working; more
staff reported that they had received training; the number of staff having had an appraisal
had increased and the quality of appraisals, delivering clear feedback and personal and
team objectives, had also improved since the 2010 survey.
Staff also reported increased satisfaction with the support they receive from their
managers and colleagues, communications and consultation over changes that affect
them, and with communications from senior management. Improvements were also seen
in the responses to questions relating to the amount of control and responsibility staff feel
they have in their jobs.
The 2010 survey had seen significant improvements in these areas from the 2009 survey,
so it is encouraging that these improvements have continued to be made during a time of
major change for the Trust.
Detailed analysis of the survey results is underway and a full report will be provided in the
next quarterly Workforce Report.
Policies and Procedures
A JNCC policy and procedures subgroup was established at the end of last year (2011).
The group membership includes HR Managers and Staff Side Representatives. The main
purpose of the group is to identify and prioritises HR policies which need to be updated,
developed or harmonised.
All new and harmonised policies and procedures in draft form are now brought to the
attention of Staff and Managers asking for their comments. The purpose of this process is
to increase general awareness and improve the quality of our policies.
Staff and Managers will also be notified when existing policies and procedures are being
replaced on the intranet. This will be achieved using a variety of communications methods
including electronic distribution lists, team brief, E-Pulse and screen savers.
To date, 3 harmonised policies have been ratified: Management of Change Policy;
Disputes Policy; and Grievance Policy.
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Equality Delivery System
Background
The Equality Delivery System (EDS) is a national initiative which has been designed by the
patients and staff. The EDS was developed to support NHS organisations in developing
the requisite evidence to ensure that they are meeting their duties under the Equality Act.
It provides a clear process for assessment that is open and transparent and will help us
demonstrate that that the organisational strategy aims to deliver better outcomes for
patients and communities and better working environments for staff, which are fair and
diverse. It replaces the Single Equality Scheme will support the development of a set of
Equality Objectives.
At the heart of the Equality Delivery System there are 4 goals which are;
Better health outcomes for all
Improved patient access and experience
Empowered engaged and well-supported staff
Inclusive Leadership at all levels
The 4 goals have 18 outcomes that are assessed against a rating system which
incorporates all nine protected characteristics outlined in the Equality and Human Rights
legislation.
Equality Objectives
Work has already begun on developing our equality objectives and to that end there have
been a number of stakeholder events that have taken place within the local community
and with interested parties including Foundation Trust Governors, Staff Governors, LinKs,
Health Watch, SHA, Warwickshire County Council, Warwickshire Race Equality
Partnership and Trade Union Representatives. This process has provided valuable
feedback and underpins the development of our local Equality Objectives.
The Trust is required to publish its Equality Strategy and Equality Objectives no later than
April 2012. A paper is being prepared outlining the Equality Strategy and Equality
Objectives for approval at the Board meeting in March 2012.
Workforce Action Plan
The Workforce Action Plan, which we have been reporting against quarterly, is currently
being reviewed in the light of the recent staff survey results and the staff engagement
programme.
Wellbeing Group
The inaugural meeting of the Trust’s Health and Well-being Group (a sub group of the
JNCC) took place in December 2011. Membership of the group comprises managers,
staff and employee representatives from the former acute and community Trusts.
Priorities agreed for this year are: to integrate the management of stress and sickness
absence policies; to oversee training for managers in managing stress in their work areas;
to review the results of the staff survey 2011; to identify well-being issues arising from the
staff engagement programme; to develop an action plan to address the above issues.
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