2023/2024 IQRA Programme Targets and Performance Overview

Caring, safe and excellent IQRA Programme 2023/2024 Programme Targets to Board of Directors 19thJuly 2023 Matt Edwards Director of Clinical Workforce Transformation

Caring, safe and excellent Agency Cost Avoidance Plan 2023/2024 Agency Spend Projections Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Total FY23 Agency Spend 3,539,973 3,546,836 3,481,069 3,646,572 3,710,209 3,401,875 3,351,538 3,505,663 3,480,000 3,373,043 3,490,266 3,832,340 42,359,384 Target Performance NHSE Target - FY24 3,160,248 2,962,875 2,843,381 2,718,169 2,666,132 2,695,065 2,595,376 2,530,383 2,500,245 2,436,540 2,432,298 2,482,056 32,022,768 Target Performance - Planned Activities 3,185,150 2,971,578 2,692,422 2,730,889 2,545,355 2,093,356 1,844,823 1,790,218 1,659,891 1,448,939 1,380,109 1,627,083 25,969,814 Actual Performance - FY24 3,101,605 3,550,720 6,652,325 Spend vs Target Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Total FY22-23 3,539,973.22 3,546,835.66 3,481,069.22 3,646,572.19 3,710,208.61 3,401,875.35 3,351,537.64 3,505,663.07 3,480,000.02 3,373,042.61 3,328,812.60 3,300,000.00 41,665,590.19 NHSI Target FY23-24 Spend (Intervention Impact) FY23-24 2,683,333.33 2,683,333.33 2,683,333.33 2,683,333.33 2,683,333.33 2,683,333.33 2,683,333.33 2,683,333.33 2,683,333.33 2,683,333.33 2,683,333.33 2,683,333.33 32,200,000.00 3,450,413.08 3,201,881.83 2,869,794.25 2,665,799.75 2,449,717.5 2,216,053.75 1,940,858 1,719,981.25 1,543,226.75 1,401336.5 1,259,622.75 1,133,798.5 25,852,484.00 Variance 767,079.75 518,548.50 186,460.92 -17,533.58 -233,615.83 -467,279.58 -742,475.33 -963,352.08 -1,140,106.58 -1,281,996.83 -1,423,710.58 -1,549,534.83 -6,347,516.09

Caring, safe and excellent IQRA External Fill Agency Reduction KPIs 2023/2024 Agency Cost Avoidance The above table sets out the cost avoidance plans in line with the delivery and implementation of the 5 temporary staffing and agency contracts. This savings plan has been calculated against temporary staffing hours in 2022/23, these savings will potentially reduce as the internal improvement and efficiencies KPIs As detailed above, we have taken a delivery percentage into account on calculating the final trajectory number for the 10,142.616 cost avoidance savings. If contract performance improves above the minimum lines detailed in the table above the cost avoidance savings will be higher. These number are based on implementation for the Medical Master Vendor and DE contract, and patchwork contract, implementation date of the 26thJune. Any delays on these implementations would result in a delay in cost avoidance savings.

Caring, safe and excellent IQRA Internal Improvement and Efficiencies KPIs 2023/2024 Agency Reduction April May June July August September October 15,714 2,363,689 179,262 0 2,558,665 November 125,712 4,582,850 307,306 226,528 5,242,395 December 225,234 5,861,575 384,132 359,821 6,830,762 January 377,136 7,249,387 469,495 493,114 8,589,132 February 581,418 8,746,288 563,394 626,407 10,517,507 March 817,128 10,352,275 665,829 759,701 12,594,933 23/24 Total 817,128 10,352,275 665,829 759,701 12,594,933 IR Nurses Recruitment KPI Retention KPI Rota KPI Total 0 0 0 0 0 57,618 3,413,213 239,016 0 3,709,846 103,851 8,536 0 112,387 311,552 25,609 0 337,161 623,104 51,218 0 674,322 1,038,507 1,568,786 85,363 0 1,123,869 1,696,830 128,044 0 Cost Avoidance through Agency Premium Reduction April May June July August September October 4,611 656,061 51,087 0 711,759 November 37,038 1,302,054 87,577 76,826 1,426,669 December 66,401 1,671,836 109,472 96,033 1,847,709 January 111,234 2,071,865 133,799 117,374 2,316,897 February 171,537 2,502,139 160,558 140,848 2,834,234 March 241,122 2,962,660 189,751 166,457 3,393,533 23/24 Total 241,122 2,962,660 189,751 166,457 3,559,990 IR Nurses Recruitment KPI Retention KPI Rota KPI Total 0 0 0 0 0 16,957 962,518 68,116 0 1,047,591 28,389 2,433 0 30,822 85,167 7,298 0 92,465 170,335 14,596 0 184,931 283,891 24,327 0 308,218 428,670 36,491 0 465,160 Within the IQRA programme there are 4 workstreams with identified agency cost avoidance KPIs as set out above. The rota KPIs refer to the delivery of the 90 day improvement plans, savings will come into effect in August on the basis that the 90 day improvement plans start in May. A resource gap has been identified to deliver the health roster improvement plan, however if this is not provided this will have a direct impact on targeted savings against this workstream.

Caring, safe and excellent Recruitment & Retention Planned Activity 2023/2024 Support Staff Registered Nurses International Recruitment Top Up Degree - Sept 23 Student Nurses - Sept 23 Service Community Hospitals Community Health Teams Adult & Older Adult Inpatient CAMHS & ED Inpatient Forensic Inpatient Community Mental Health Teams Total Support Staff Service Community Hospitals Community Health Teams Adult & Older Adult Inpatient CAMHS & ED Inpatient Forensic Inpatient Community Mental Health Teams Total Registered Nurses Total 26 40 50 10 50 28 204 2 3 6 5 22 50 15 8 10 25 130 10 10 18 8 13 4 63 10 0 10 5 30 14 3 9 2 39 262 The Trust will see the first cohort of 39 top up degree NAs qualify in September 23. The number of student nurses to be recruited is based on a 75% conversion rate for those who are undertaking their third year placements with the Trust. Retention The Trust has recruited a Programme Manager and Project Support Officer to lead on the retention work for the Trust on a 12 month fixed term basis. Directorate trackers will be reported to Execs monthly and PLC quarterly to monitor progress against targets.

Caring, safe and excellent External Temporary Contracts focused area for next 8 weeks NHSP 3 targeted areas Improve Healthcare Assistant bank fill through the introduction of the Healthcare support worker development programme Recruiting individuals who have the right motivation, soft skills and behaviours but may not have experience, to become part of the training programme and have 4 days training (high level/ foundational) and then spend time on the ward with a mentor. At the end of the placement they qualify as a Care Support Worker (HCA) and receive their Care Certificate. Trainees will work at least 30 hours per week for 6 months (earlies, lates and nights pro rata) and at the end of this period once the worker has obtained their care certificate, the Trust has the option to offer the worker a substantive position in the Trust. The programme offers the following specialisms Mental health, Community and Children and Young People. Reduce agency long lines of work to give bank more visibility of shifts to proactively be booked into 2000 hours between Feb - April were filled by agency long lines for band 3 workers predominantly coming form Buckinghamshire mental health and Oxfordshire & SW mental health. NHSP will be driving conversations with these wards to understand which long line of work can be moved to adhoc shift fill meaning the agency worker could still book into the shift but this means we are giving the opportunity to the wider bank to see these shifts and book themselves in. NHSP will also take the same approach for the 14,000 hours of band 5 nursing agency long lines starting with generalist nursing. Admin and Clerical bands 3-6 bank optimisation Focus on eradicating agency use for A&C in the non-managerial levels. Introductions with NHSP s specialist vertical recruitment divisions to address agency use is key area s identified eg Capital/Property management, CAMHS Marlborough Community Property Management and Hub C direct labour who have the highest agency spend for this staff group. ID Medical Managed service for nursing & midwifery, AHPs, admin & clerical and estates Implementation of direct engagement model 95% of all admin and clerical and estate roles Further implementation of the market place engagement model (through Clarity)