Workforce Performance Report December 2021 Overview
The report discusses workforce challenges and strategies, emphasizing well-being, vaccination implementation, and operational risks. It highlights successes, priorities, and opportunities for improvement.
Download Presentation
Please find below an Image/Link to download the presentation.
The content on the website is provided AS IS for your information and personal use only. It may not be sold, licensed, or shared on other websites without obtaining consent from the author.If you encounter any issues during the download, it is possible that the publisher has removed the file from their server.
You are allowed to download the files provided on this website for personal or commercial use, subject to the condition that they are used lawfully. All files are the property of their respective owners.
The content on the website is provided AS IS for your information and personal use only. It may not be sold, licensed, or shared on other websites without obtaining consent from the author.
E N D
Presentation Transcript
Workforce Performance Report: December 2021 Charmaine De Souza, Chief People Officer Caring, safe and excellent
Workforce Report Overview 1. Executive Summary The last period has again been dominated by the response required to deal with a new wave of Covid 19 precipitated by the new variant. This has had a considerable impact on staff with significant staff absence related to both Covid and general winter pressures. Absence levels rose across Nov-Dec and at the time of writing (January) have not gone back to pre-Christmas levels. The focus then has been on ensuring that there is emphasis on wellbeing and doing all we can to provide adequate cover over the Christmas and New year Bank Holidays. A winter incentive scheme designed to incentivise staff to be on call across the Christmas period was implemented, and the Chief Nurse and Chief People Officer will be evaluating the impact of this. Running in parallel with this has been the work to prepare for the implementation of Vaccinations as a Condition of Employment (VCOD). OHFT had already had some exposure to this given that staff were in scope for the earlier November 2021 legislation related to staff who undertook patient care in care home settings and so we were able to build on this albeit the VCOD legislation being more complex and far reaching. A considerable amount of HR resource is going to be required to implement this between now and April 2022 and activity will also extend to managers who will be required to have one to one meetings; dismissal meetings and potentially appeals. 2. Key points to note See next slide 3. The Strategic workforce risks included in the Board Assurance Framework are: Risks The Operational workforce risks included on the Trust Risk Register are: 995 Covid risk to vulnerable and BAME staff Owner: Charmaine De Souza / Operational lead: Tehmeena Ajmal 1018 Staff wellbeing - Owner: Charmaine De Souza / Operational lead: Roz O Neil 1019 Recruitment Owner: Charmaine De Souza / Operational lead: Tara O Brien 1020 Staff stress - Owner: Charmaine De Souza / Operational lead: Roz O Neil 1063 Training, appraisals and supervision Owner: Marie Crofts / Operational Lead: Helen Green 1065 CPR training Owner: Marie Crofts / Operational Lead: Helen Green 1132 HR systems Owner: Martyn Ward / Operational Lead: Sigrid Barnes 1139 Payroll Contract Owner: Charmaine De Souza / Operational Lead: Sigrid Barnes Mitigation plans are in place, with the reporting framework reflecting an integrated oversight as part of a holistic workforce analysis. 2.1 Insufficient or ineffective planning for current and future workforce requirements Owner: Charmaine De Souza 2.2 Recruitment - Owner: Charmaine De Souza 2.3 Succession planning, organisational development and leadership development - Owner: Charmaine De Souza 2.4 Developing and maintaining a culture in line with Trust values - Owner: Charmaine De Souza 2.5 Retention Owner: Charmaine De Souza Caring, safe and excellent
WorkForce Overview (Successes, Priorities, Opportunities, Risks and Threats) The following summarises the key successes along with the priorities, opportunities, risks and threats to achievement of the required workforce performance. Successes Workforce: Implementation of incentive payments over Christmas period to mitigate against agency costs. VCOD: Changes in Managers Portal to enable management of VCOD. VCOD:Patient Facing guidance has been issued, detailing staff in scope. Engagement: Final annual staff survey response rate reached of 55%, a 2% increase on 2020. Also, a significant increase in number of teams reaching the 11 respondent threshold to publish results. Staffing: Head of OD has started within the HR function; joint session with HR and L&D took place to prepare for the joining of teams. Absence Management: Steps taken by Good Shape in response to increased call times resulting from higher levels of absence across all their clients incl. OHFT (virtual placeholder on the call queuing system, priority for NHS clients, text to close absence, increased staff induction). Engagement with Staffside: A new organisational change group has been set up to meet on a monthly basis to engage with Staffside on organisational change and ensure that consultation is meaningful and informed. Priorities VCOD Ongoing delivery of VCOD see separate paper submitted for PLC. Medical Staffing: Development of Medical HR business case to put the HR work on a sounder footing. Reward: Implementation of pay progression in accordance with NHS Terms & Conditions. Community Services: Supporting First Contact Care and Primary Care Service and working with external GP federation to set up 2 Urgent Treatment Centres in Oxfordshire. Organisational Change: High number of organisational changes particularly in Corporate Services. Staffing: Review of bank team structure to improve efficiency. L&D: Manual checking of all staff training records and matrices in OTR for accuracy of training history, compliance, and correct allocation of matrices. WORKFORCE Opportunities Workforce: Re-modelling & streamlining of the bank team to improve effectiveness will provide the foundation to increase bank usage and reduce agency usage. Workforce: Focus on recruitment campaigns to plug gaps in services and hotspots related to VCOD. L&D: A new clinical and management supervision and PDR dashboard launched in OTR allowing staff to upload supervision notes and interactive PDR recording dates. L&D:A new revalidation dashboard in OTR has been designed that will allow staff and managers to track, upload and create their revalidation portfolio. It will also alert when revalidation is due and will also alert Risks and Threats VCOD: Impact of VCOD on staffing levels and services and ultimately patient care. Systems: Issue with supplier delivering Phases 1 and 2 of Employee Systems Development Programme. Capacity of the HR Team: Further resource required to deliver VCOD; plans underway to set up a dedicated team but there will be impact on the wider team until then; staffing shortages in Medical HR also problematic and some short term solutions are being identified while the formal business case for a new team structure is being considered. Caring, safe and excellent when reflection conversations are due and receive feedback. It will also complete all revalidation paperwork onto the relevant NMC forms ready to be easily submitted onto the revalidation website.
Overview (KPIs) The following summarises the key successes along with the priorities, opportunities, risks and threats to achievement of the required workforce performance. Are people empowered, supported and motivated to achieve the desired outcomes? Are other 'key enablers' in place to support our people Are people empowered, supported and motivated to achieve the desired outcomes? Do our people have the Capability to deliver the desired outcomes? and ensure success? Do all stakeholders recognise their requirements are met? Do we have enoughresource? CULTURE & WELLBEING SUPPORTING ENABLERS CAPACITY Compliance PPST Staff Engagement ER Casework Turnover Suspensions DBS re-check Vacancies Wellbeing Support Nurse Validation Diversity and Inclusion Recruitment Appraisals Medics Validation Bank Supporting technologies Bullying and Harrasment Vaccination Status Agency Freedom to speak up Health and Safety Sickness Reward and Recognition Reasons for Leaving Partnership working Caring, safe and excellent
Workforce Performance Indicators (excl Covid spend) Caring, safe and excellent
(1) Total Workforce (excl Covid spend) Workforce indicator Budget FTE Actual FTE Difference Workforce indicator Budget m Actual m Difference (1) Workforce (1) Workforce 149k (0.6%) 24.908m 25.058m 6,045 6,118 5,975 72.74 FY21/22 YTD 12m rolling avg FTE 219.808m 224.333m 4.525m (2.1%) Temporary Staffing as % of Total Pay 19.1% 19.8% 20.0% 21.2% 19.9% 18.9% 18.2% 20.2% 18.5% 18.3% 19.9% 18.1% 18.4% Temporary Staffing Actuals Month December 20 January 21 February 21 March 21 April 21 May 21 June 21 July 21 August 21 September 21 5,107,451 October 21 November 21 December 21 4,334,106 4,758,214 4,696,481 5,263,035 4,798,132 4,545,498 4,363,417 5,008,619 4,421,747 5,015,555 4,540,960 4,606,520 December 21 FY21/22 YTD Executive Director commentary: Charmaine De Souza, Chief People Officer Actuals Vs Budget 3.9% 6.0% -4.9% -2.8% 2.3% 0.6% Actuals Vs Budget 4.0% 3.2% -3.3% 3.0% 4.2% 2.1% Diff to Budget Diff to Budget Directorate Buckinghamshire Mental Health Community Services Corporate Services Oxfordshire and SW Mental Health Specialised Services Grand Total 142,462 392,100 - 242,907 - 200,488 58,014 149,182 1,283,046 1,893,329 - 1,449,100 1,825,654 971,620 4,524,550 MoM Contracted FTE decreased by 8 to 5,370 in December, Agency FTE increased by 85 from to 339 and Bank FTE increased by 45 to 417. Overall spend against budget improved at 150K, 0.6% overspent YoY Contracted FTE increased by 311 from 5,378 in Dec 20 to 5,370 in Dec21, Agency FTE increased by 5 from 254 in Dec20 to 339 in Dec21, Bank FTE decreased by 17 from 372 in Dec20 to 417 in Dec 21. YTD the Trust overspend is 4.5m 2.1% of budget Caring, safe and excellent Increase (Sept 21) due to the 3% pay award backdated to 1 April.
(4) Vacancies Workforce indicator Target Actual Vacancies FTE (2) Vacancies 9.0% 9.2% 557 MoM Vacancy Change Vacancy FTE Target 9% Vacancy % Month December 20 January 21 February 21 March 21 April 21 May 21 June 21 July 21 August 21 September 21 October 21 November 21 December 21 648.7 655.9 621.8 674.1 648.1 687.1 721.6 712.1 692.6 571.3 548.1 586.6 556.8 11.3% 11.3% 10.7% 11.3% 10.9% 11.5% 12.0% 11.9% 11.6% 9.5% 9.1% 9.6% 9.2% 0.0% -0.6% 0.7% -0.4% 0.6% 0.5% -0.1% -0.3% -2.0% -0.4% 0.5% -0.4% Executive Director commentary: Charmaine De Souza, Chief People Officer The vacancy rate has varied over the past 12 months (11.3% to 9.2% this month). As reported previously the headline figure will mask spikes in turnover which require focus. The vacancy rate is based on budgeted establishments which may not be an accurate reflection of actual vacancies. A Workforce Planner is being recruited as part of the HR restructure; one of their objectives will be to ensure Budgets are accurate and appropriate to service requirements. The professions of most concern are Allied Health Professionals, Registered Nursing and Medical and Dental. We now have a Campaign Management team who will present a forward plan calendar of campaigns and recruitment events for the February report. The Campaigns team have identified the initial target areas, based on high vacancy rate and staff turnover, in addition they are developing relationships with 'feeder' universities / educational institutions and other organizations to develop candidate pipelines at all career stages. Caring, safe and excellent
(2) Bank Use (excl Covid spend) Bank as % Total Temporary Staffing Workforce indicator Target Actual 8.9% 40.9% (3) Bank 7.5% FTE 417 Excl Covid19 CC Bank Target as % of Budget Payroll 9.3% 8.7% 8.7% 8.4% 9.7% 9.7% 9.5% 9.6% 9.6% 8.1% 9.2% 8.4% 8.9% Bank as % of Total pay (incl C19 cc) Bank as % of temporary staffing Bank (incl C19 cc) Bank Actuals Bank % Total Pay Month December 20 January 21 February 21 March 21 April 21 May 21 June 21 July 21 August 21 September 21 2,209,159 October 21 November 21 2,032,081 December 21 2,171,743 1,902,800 2,291,615 2,018,080 1,754,991 1,751,667 2,084,255 1,895,927 1,989,040 1,867,140 1,954,891 1,862,093 1,810,945 1,884,515 43.9% 48.2% 43.0% 33.3% 36.5% 45.9% 43.5% 39.7% 42.2% 38.3% 37.1% 39.9% 40.9% 8.4% 9.6% 8.6% 7.1% 7.3% 8.7% 7.9% 8.0% 7.8% 7.0% 7.4% 7.2% 7.5% 1,896,730 2,419,457 4,454,648 133,719 2,270,725 7.86% 10.04% 18.54% 0.54% 9.49% 7.90% 9.19% 8.10% 8.67% 2,316,310 Executive Director commentary: Charmaine De Souza, Chief People Officer Bank spend increased in December by 73.5k to 1.884m, up to 40.9% of temporary staffing spend. We have seen a gradual increase of bank spend as a % of temporary staffing over the past 3 month, this is due to a number of interventions, including a reduction of agency spend in some long lines of work and the identification and adjustment of the flexible worker recruitment 'bottleneck'; changes to the recruitment process were implemented in early December, we expect to see this trend continue through the first quarter of 2022. Inpatient bank use increased by 23 FTE to 226 FTE with spend decreasing by 11k to 807K. Community services (Excluding Medical and Dental) bank use increased by 13 FTE to 165, and cost increased by 1k to 644k. Staff in some services in Community Services were encouraged to work extra hours due to additional demands over the Christmas and New Year Bank holiday weekends. Medical and Dental bank use increased by 8 FTE to 25 FTE, and cost increased by 83k to 432k. Further HCA recruitment to the bank is required to reduce agency use and registered grade swaps however due to social distancing restrictions there is Caring, safe and excellent limited capacity to deliver the induction training that this requires. Capacity is planned to increase from January 2022.
(3) Agency Use (excl Covid spend) Agency as % Total Temporary Staffing Workforce indicator Target 21.8% Actual 59.1% (4) Agency 10.86% FTE 339 Excl Covid19 CC Agency Target as % of Budget Payroll 7.4% 7.1% 7.1% 7.2% 15.1% 18.2% 18.2% 17.7% 17.5% 15.5% 21.5% 20.5% 21.8% Agency as % of tempor ary Staffing 56.1% 51.8% 57.0% 66.7% 63.5% 54.1% 56.5% 60.3% 57.8% 61.7% 62.9% 60.1% 59.1% Agency as % of total pay (incl C19 CC) Agency (incl C19 CC) Agency % Total pay Agency Actuals Month December 20 January 21 February 21 March 21 April 21 May 21 June 21 July 21 August 21 September 21 October 21 November 21 December 21 2,431,306 2,466,599 2,678,400 3,508,045 3,046,464 2,461,243 2,467,489 3,019,579 2,554,606 3,152,559 3,153,462 2,730,014 2,722,005 10.7% 10.3% 11.4% 14.1% 12.6% 10.2% 10.3% 12.2% 10.7% 11.3% 12.5% 10.88% 10.86% 4,180,197 4,270,714 1,994,647 7,843,647 5,279,502 5,452,982 5,432,216 5,166,392 5,851,438 17.3% 17.7% 8.3% 31.6% 22.1% 19.5% 21.5% 20.6% 23.4% Executive Director commentary: Charmaine De Souza, Chief People Officer As indicated in slide 8, agency as a % of temporary staffing has decreased over the past 3 months, there have been a number of interventions that have influenced this, in particular an initiative to reduce long lines of work by either moving the shift to Staffing Solutions or to lower cost agency has been successfully received and supported by hiring managers. We expect this trend to continue over quarter 1 of 2022. Agency spend decreased by 0.3% by 8k to 2.722m in Dec. and it remains a key priority for the Trust. International nurse recruitment has made good progress and remains a key initiative to reduce vacancies for Registered nurses. Spend from the COVID-19 cost centres is excluded. 127K of this decrease was in the Medical & Dental staff group (a decrease of 15% from Nov), 24k in AHP staff group (a decrease of 10% from Nov). Inpatient agency use increased by 13 FTE to 116 FTE in Dec with a spend of 801k, 20k more than in Nov. Community services agency (excluding Medical and Dental) use increased by 61 FTE to 184 FTE, and cost increased by 105k to 1.180m. Medical and Dental use increased by 10 FTE to 39, and cost Caring, safe and excellent decreased by 134k to 740k. NHSI Agency rule overrides increased by 0.7% to 6,641shifts in December.
(5) Recruitment Activity December 21 - TRUST Recruitment Health Check External December 21 - TRUST Recruitment Health Check Internal Time to approve vacancy request Time to update interview outcomes Time to Send condition al offers Advertisin g start date to Checks ok Time to approve vacancy request Time to update interview outcomes Time to Send condition al offers Advertisi ng start date to Checks ok Auth granted to start date Condition al offer to checks ok Condition al offer to checks ok Time to shortlist Auth granted to start date Time to shortlist Directorate Vac Avg Vac Avg App Avg App Avg App Avg App Avg App Avg Directorate Vac Avg Vac Avg App Avg App Avg App Avg App Avg App Avg 0 1 2 1 0 4 1 6 1 8 2 18 3.0 0.8 2.0 9.7 0.5 4.9 9 2 0 0 1 12 6.2 1.0 5 3 0 1 0 9 0.5 0.5 0 0 0 0 0 0 0 0 0 0 0 0 2 1 0 3 0 6 48.0 126.0 Buckinghamshire MH 0 Community Services Corporate Services Oxfordshire and SW MH 1 Specialised Services Grand Total 1 6 1 8 2 3.0 0.8 2.0 9.7 0.5 4.9 2 2 0 0 0 4 3.5 8.5 1 2 0 4 0 7 0.0 1.0 1 0 0 0 0 1 65.0 1 0 0 0 0 1 30.0 2 0 0 2 0 4 53.0 Buckinghamshire MH Community Services Corporate Services Oxfordshire and SW MH Specialised Services Grand Total 4.0 3.0 3.0 1 2 4.0 3.0 3.0 3.0 105.7 5.0 75.0 2.0 3.1 0 4 3.3 1.0 98.2 3.3 18 6.0 3.2 65.0 30.0 64.0 December 21 - Recruitment Health Check Bank External December 21 - Recruitment Health Check Bank Internal Time to approve vacancy request Time to update interview outcomes Time to Send condition al offers Advertisin g start date to Checks ok Time to approve vacancy request Time to update interview outcomes Time to Send condition al offers Advertisi ng start date to Checks ok Auth granted to start date Condition al offer to checks ok Condition al offer to checks ok Time to shortlist Auth granted to start date Time to shortlist Directorate Vac Avg Vac Avg App Avg App Avg App Avg App Avg App Avg Directorate Vac Avg Vac Avg App Avg App Avg App Avg App Avg App Avg 2 2 1.0 1.0 4 4 1.0 1.0 0 0 1 1 17.0 17.0 0 0 0 0 1 1 39.0 39.0 2 2 1.0 1.0 4 4 1.0 1.0 0 0 0 0 0 0 0 0 0 0 Corporate Services Grand Total Corporate Services Grand Total Executive Director commentary: Charmaine De Souza, Chief People Officer New MoM data being developed - to be used to identify patterns &/or trends. Time to hire report being developed to identify and address process gaps. December was a low volume month for substantive recruitment, due to staff shortages (illness & annual leave) and low new vacancies added. Areas of concern: Overall time to hire objective 90 days; Internal recruitment (volumes too low) - process being reviewed / overall not prioritised; Bank recruitment delays, identified as a 'blocker' in flexible recruitment process, short-term adjustments made to team structure to remove bottleneck, longer term proposal to consolidate recruitment into one area. Caring, safe and excellent
(6) Turnover Early Leaver Subs HC with Exclusions 9 10 13 13 20 10 16 21 24 20 11 13 10 Workforce indicator Target Actual Total Turnover % Early Turnover % Leaver Subs HC (6) Turnover 10.0% 12.7% Month December 20 January 21 February 21 March 21 April 21 May 21 June 21 July 21 August 21 September 21 October 21 November 21 December 21 Early Turnover 16.6% 12.54% 12.49% 12.44% 11.89% 12.13% 12.26% 12.41% 12.60% 12.60% 12.71% 12.60% 12.69% 12.68% 53 57 42 56 65 61 63 75 93 82 67 63 57 22.6% 22.0% 21.7% 21.1% 21.7% 21.4% 21.5% 21.6% 19.3% 18.8% 17.7% 17.0% 16.6% Early Turnover % Early Turnover % Executive Director commentary: Charmaine De Souza, Chief People Officer Turnover % Turnover % Ethnicity Staff Group The Head of OD is conducting a scoping exercise with partners in L&D and QI to set up a programme of work to support retention. Staff turnover has remained the same as in Nov at 12.7%. High levels of turnover will impact on agency spend, quality of patient care and staff experience. 57 people left the Trust s employment in Dec. The reasons for leaving are voluntary resignation (79% of leavers) and retirement (18% of leavers). Since its introduction in early 2021, 167 leavers have completed the online Exit Questionnaire. The questionnaire results indicate that progression opportunities is a significant reason for leaving. Early Turnover %: Based on staff who has left the Trust within their first year of employment BAME Unknown White 11.1% 13.4% 13.0% 16.9% 14.7% 16.8% Nursing Registered Allied Health Professsional Estates & Ancillary Administrative & Clerical Additional Clinical Services Professional, scientific and technical Medical & Dental 13.6% 13.2% 8.8% 13.0% 13.6% 19.8% 19.6% 19.6% 18.9% 16.3% 10.0% 9.0% 10.7% 7.4% Caring, safe and excellent
(6a) Leavers All Reasons Workforce indicator -Voluntary leavers Actual Trust Substantive leavers 57 Early leavers (within1 yr) 10 Caring, safe and excellent
Exit Interview Nbr of Questionnai res 1 2 5 8 6 8 14 24 42 19 17 6 15 167 Subs Nbr of leavers As % of leavers Number of leavers 56 Exit questionnaires completed 15 Month Dec 20 Jan 21 Feb 21 Mar 21 Apr 21 May 21 Jun 21 Jul 21 Aug 21 Sep 21 Oct 21 Nov 21 Dec 21 Grand Total 53 57 42 56 65 61 63 75 93 83 67 63 57 835 1.9% 3.5% 11.9% 14.3% 9.2% 13.1% 22.2% 32.0% 45.2% 22.9% 25.4% 9.5% 26.3% 20.0% Completed questionnaires as % of leavers From Dec 20 To Dec 21 Executive Director commentary: Charmaine De Souza, Chief People Officer A new process and exit questionnaire was developed and trialled from December 2020 to April 2021. Following this review, the new form and process was officially launched in May 2021. Between December 2020 and May 2021, 27 individuals had completed the form. From the official launch in May 2021, 160 forms have been completed a total of 187 forms to date. The system driving the exit data requires further refinement to ensure we are able to gather decent levels of response data since the response rate is at just 20% currently. Next steps are therefore to review the system and ensure staff and managers are aware of the exit questionnaire and can actively engage at the time of leaving. Further improvements are being made to the leaving process which will remove duplication for managers and, in turn, is anticipated will help drive up completion rates. Next steps will be to promote this new process with managers so they understand the importance of exit questionnaires and how we can use the information to improve Caring, safe and excellent
(7) Sickness Workforce indicator Target 3.5% Actual Days Lost (7) Sickness 6.7% 7,804 Executive Director commentary: Charmaine De Souza, Chief People Officer The sickness absence rate has increased in December. Good Shape data shows a 49%:51% split of short- and long-term absence. There are 44 members of staff being supported by the Health Capability process. December 21 - People Currently on Long term Sickness (>=28days) Nbr of people 35 89 41 63 32 260 >3 Long Covid 2 16 3 3 COVID confirmed and COVID suspected, together with coughs / colds & flu, were the top causes of absence in December both with a significant increase. There is a a 49%:51% split of short- and long-term absence, with 276 employees being absent for more than 4 weeks compared with 296 in the previous month. 44 members of staff are being supported by the Health Capability process. Directorate Buckinghamshire Mental Health Community Services Corporate Services Oxfordshire and SW Mental Health Specialised Services Grand Total Months 16 37 17 18 10 98 24 Caring, safe and excellent
(8) Casework Workforce indicator Target Actual (8) Casework 128 December 21 Suspension Open cases by Directorate Suspension Nbr Open Cases 1 Avg Duration 265 Directorate Specialised Services Oxfordshire and SW Mental Health Community Services Grand Total 3 1 5 70 56 106 Executive Director commentary: Charmaine De Souza, Chief People Officer Whilst casework volumes have decreased overall, the number of contentious and complex cases have increased, which is reflected in the costs of legal advice. We have been exiting an old system and moving to our new system which will help improve quality of reporting in this area. Caring, safe and excellent
(9,10,11,12) Training, Development & Supervision Workforce indicator Target Actual Workforce indicator Target Actual (10) PPST completed 90% 64% (9) PDR completed 90% 75% (12a) Clinical Supervision Completed 85% 74% (11) Number of Apprentices 2.3% 5.59% (12b) Management Supervision Completed 17% Total Number of Apprentices Month December 20 January 21 February 21 March 21 April 21 May 21 June 21 July 21 August 21 September 21 October 21 November 21 December 21 292 286 283 304 311 348 347 347 347 365 350 349 347 Executive Director commentary: Charmaine De Souza, Chief People Officer A manual record check of every staff record is being done, checking for compliance, history, email address and correct matrix, this work is 72% complete and will be finished by early February. There is some delay to getting new matrices agreed with Heads of Service and the team is chasing. Supervision & PDR launched Wednesday 15th December and due to the pressures we have offered to continue uploading the data for Community directorate for 3 months. Revalidation will be live by February 2022 as we have a chance to use a new revalidation dashboard that has just come out of design from OUH with a few tweaks. Compliance for PPST does not achieve 90% and Information Governance rates were not at 95% by end of December . Some of the low compliance for PPST is due to service increasing the level of required training e.g. 1.5 hr M&H to 3 hours M&H. Also new requirements for display screen awareness and dementia training for all clinical staff have reduced the PPST compliance level. Once only PPST course of conflict, safeguarding and PREVENT are now renewable every 18 months has also led to a reduction in compliance figures. Policy dashboard and Clinical Competencies dashboard in design at present to launch March 2022. Caring, safe and excellent
(13a) EDI - % of Staff from BAME background BAME % by Staff group Workforce indicator Target 19% Actual BAME as % of ALL Substant ive HC 28.6% 21.8% 13.4% 15.2% 22.7% 21.0% 9.3% 20.0% 19.7% BAME Substant ive HC (13a) % of BAME staff BAME % by Directorate 19.7% Staff Group Additional Clinical Services Nursing and Midwifery Registered Administrative and Clerical Add Prof Scientific and Technic Medical and Dental Estates and Ancillary Allied Health Professionals Students Grand Total BAME as % of Subs HC BAME Subs HC 19% Target Directorate 409 342 191 113 63 54 46 5 1,223 BAME Subs HC BAME as % of ALL Subs HC 19% Target MoM BAME % change Specialised Services Buckinghamshire Mental Health Community Services Corporate Services Oxfordshire and SW Mental Health Grand Total 226 274 266 178 279 1,223 37.7% 31.8% 13.0% 15.5% 17.9% 19.7% Month December 20 January 21 February 21 March 21 April 21 May 21 June 21 July 21 August 21 September 21 October 21 November 21 December 21 1,037 1,054 1,067 1,096 1,106 1,102 1,104 1,118 1,138 1,164 1,188 1,226 1,223 17.86% 17.96% 17.98% 18.29% 18.40% 18.35% 18.40% 18.66% 18.90% 18.99% 19.27% 19.65% 19.69% 0.7% 0.6% 0.1% 1.7% 0.6% -0.3% 0.3% 1.4% 1.3% 0.4% 1.5% 2.0% 0.2% Ethnicity Subs HC % BAME Unknown White Grand Total 1,223 286 4,703 6,212 19.69% 4.60% 75.71% 100.00% Executive Director commentary: Charmaine De Souza, Chief People Officer The target is to achieve 19% representation across all bands by 2025. Based on modelling from the 2011 census, the Joint Strategic Needs Assessments show 16% of the Oxfordshire population are from ethnically diverse backgrounds and 14% of the Buckinghamshire population are from ethnically diverse backgrounds. The target is not being met in the Oxon Community Services Directorate (12.7%); Oxon & BSW Directorate (17.9%); or Learning Disability services (14%). There is also an underrepresentation across the Trust at higher pay bands (8a and above). Our organisation would benefit from a ethnically diverse workforce which represents the diversities of the communities we serve. Caring, safe and excellent
(13a) EDI - Gender Female Subs HC 1143 1167 428 162 155 1359 Male Subs HC 286 255 66 95 123 207 126 Workforce indicator Male 18.6% Female Staff Group Additional Clinical Services Administrative & Clerical Allied Health Professsional Estates & Ancillary Medical & Dental Nursing Registered Professional, scientific and technical 615 Students Grand Total % % (13b) Gender 81.3% 80.0% 82.1% 86.6% 63.0% 55.8% 86.8% 83.0% 100.0% 81.4% 20.0% 17.9% 13.4% 37.0% 44.2% 13.2% 17.0% 0.0% 18.6% Female Male Gender % by Staff group Subs HC 1,096 1,105 1,116 1,126 1,132 1,131 1,128 1,134 1,146 1,156 1,166 1,173 1,158 Subs HC % % Month December 20 January 21 February 21 March 21 April 21 May 21 June 21 July 21 August 21 September 21 October 21 November 21 December 21 4,710 4,763 4,817 4,865 4,878 4,876 4,873 4,859 4,875 4,975 5,000 5,067 5,054 81.1% 81.2% 81.2% 81.2% 81.2% 81.2% 81.2% 81.1% 81.0% 81.1% 81.1% 81.2% 81.4% 18.9% 18.8% 18.8% 18.8% 18.8% 18.8% 18.8% 18.9% 19.0% 18.9% 18.9% 18.8% 18.6% 25 5054 1158 Female Male Subs HC 181 151 318 300 208 1158 Subs HC % % Directorate Buckinghamshire Mental Health Community Services Corporate Services Oxfordshire and SW Mental Health 1262 Specialised Services Grand Total Gender % by Directorate 680 1890 830 78.98% 92.60% 72.30% 80.79% 65.33% 81.36% 21.02% 7.40% 27.70% 19.21% 34.67% 18.64% Gender profile by AFC 392 5054 Executive Director commentary: Charmaine De Souza, Chief People Officer Female Male Subs HC 1 435 449 156 1041 Subs HC % % Band Band 1 Band 2 to 4 Band 5 to 7 Band 8 and above Grand Total Female workforce continues to outnumber males in every data set. By Staff Group: The only occupational group where there is some kind of parity is Medical & Dental. Other than that, Registered Nursing & AHP have the lowest male representation. By Directorate: Community Services continue to endure the largest disparity between female and male representation in the workforce. 0.00% 81.25% 84.73% 76.75% 82.45% 100.00% 18.75% 15.27% 23.25% 17.55% 1885 2492 515 4892 Caring, safe and excellent
(13b) EDI - Disability Workforce indicator Yes 4.7% No No Not Declared Prefer Not to say Unspecified Yes Subs HC 4 4 Staff Group Additional Clinical Services Administrative & Clerical Allied Health Professsional Estates & Ancillary Medical & Dental Nursing Registered Professional, scientific and technical 611 Students Grand Total Subs HC 1192 1175 384 191 201 1222 % Subs HC 68 82 28 19 38 111 36 % % Subs HC 84 112 49 40 33 149 63 % Subs HC 81 49 33 7 6 80 31 2 289 % (13b) Disability 80.5% 83.4% 82.6% 77.7% 74.3% 72.3% 78.0% 82.5% 92.0% 80.5% 4.8% 5.8% 5.7% 7.4% 13.7% 7.1% 4.9% 0.0% 6.1% 0.3% 0.3% 0.0% 0.0% 0.0% 0.3% 0.0% 0.0% 0.2% 5.9% 7.9% 9.9% 15.6% 11.9% 9.5% 8.5% 0.0% 8.5% 5.7% 3.4% 6.7% 2.7% 2.2% 5.1% 4.2% 8.0% 4.7% Not Declar 396 394 393 390 414 414 403 399 406 388 386 383 382 Prefer Not 12 12 13 13 12 12 12 12 13 13 11 12 12 Unspec ifie 596 595 592 583 580 571 561 548 547 545 537 537 530 No Yes Month December 20 January 21 February 21 March 21 April 21 May 21 June 21 July 21 August 21 September 21 October 21 November 21 December 21 4,564 4,628 4,680 4,746 4,746 4,754 4,766 4,774 4,791 4,907 4,954 5,021 4,999 238 239 255 259 258 256 259 260 264 278 278 287 289 4 23 4999 382 12 530 No Not Declared Prefer Not to say Unspecified Yes Subs HC 4 6 Directorate Buckinghamshire Mental Health Community Services Corporate Services Oxfordshire and SW Mental Health1275 Specialised Services Grand Total Subs HC % Subs HC % % Subs HC % Subs HC % 755 1560 909 87.7% 76.4% 79.2% 81.6% 83.3% 80.5% 27 136 68 87 64 382 3.1% 6.7% 5.9% 5.6% 10.7% 6.1% 0.5% 0.3% 0.0% 0.1% 0.2% 0.2% 34 256 138 87 15 530 3.9% 12.5% 12.0% 5.6% 2.5% 8.5% 41 83 33 112 20 289 4.8% 4.1% 2.9% 7.2% 3.3% 4.7% 1 1 500 4999 12 Executive Director commentary: Charmaine De Souza, Chief People Officer There has been a MoM increase in disability declaration rates. Is this because we have recruited more people with a disability, or there has been an increase in staff feeling safer disclosing their disability? Requires further looking into. The Trust celebrated Disability History Month for the first time with a week s programme of live events (29th Nov-3rd Dec 2021) attended by a total of 390 people. The Trust also launched 93 Access Guides produced by AccessAble on 1st December 2021. The Autism Staff Support Group and Dyslexia Staff Support Group were launched on 30th September 2021 and have enjoyed a surge in membership. The Groups hold their meetings every 6-8 weeks on MS Teams. Although work continues, it is anticipated that the cumulative effect of our efforts will make a difference to disability inclusion. Caring, safe and excellent
2.2% Family members 97.8% Employees members Wellbeing EAP Service 60.1% 14.5% Additional funding secured to introduce a preventative and proactive approach to MSK with some potential for an O0H service Workforce indicator Benchmark Actual calls % of calls Diff September October November December 19 20 21 19 20 21 19 20 21 19 20 21 Advice calls 26.0% 95 10.7% (15.33%) Stress related RBM's total 28 34 20 33 21 19 24 23 23 20 28 20 Stress - Work related 19 23 13 19 14 14 14 17 15 10 20 11 Stress - non work related 9 11 7 Stress - referred to Counseling 8 4 MSK - Related RBM's total 26 42 42 38 24 40 26 31 44 23 26 34 MSK - work related / referred to Physio 10 MSK - non work related 16 38 34 35 21 29 22 24 35 21 21 28 Counselling calls 74.0% 795 89..3% 15.33% 14 10 7 0 5 0 10 9 6 3 8 0 10 4 8 3 9 0 1 4 8 3 3 11 4 7 9 2 5 6 Formal Counselling 50 referrals for structured telephone counselling, with a total of 241 sessions being delivered 8 referrals for online CBT counselling, with a total of 12 sessions being delivered 2 referrals for face to face counselling, with a total of 11 sessions being delivered After engaging in structured therapy: Generalised Anxiety Disorder (GAD- 7) average score reduced from 1.5 to 0.8 Patient Health Questionnaire (PHQ- 9) score reduced from 1.3 to 0.6 Executive Director commentary: Charmaine De Souza, Chief People Officer 54 referrals for online counselling, with a total of 248 sessions being delivered The EAP data above covers the year 1 January 2021 31 December 2021. Anxiety was the most common reason, accounting for 19.5% of overall counselling engagement. This was followed by Service Enquiry 13.5% and Low Mood 12.2%. Divorce & Separation (Legal) was the most common reason, accounting for 34.7% of overall advice engagement. This was followed by Employment 27.4% and Civil 6.3%. The Workplace Outcomes Suite (WOS) demonstrates the value of the EAP and the positive impact that the service is having on Employees. At the start of therapy 23.64% of Employees were out of work, after engaging in therapy this reduced to 20% with 15.38% of Employees back in work at the end of therapy. Caring, safe and excellent
Vaccination Update TRUST BAME TRUST BAME HC 7347 % HC 1607 % Eligible HC dose 3 Eligible HC Dose 3 Dose3 % COVID UPDATE AS OF 21/01/2022 Total Patient Facing Carehome TRUST FLU UPDATE AS OF 21/01/2022 Dose2 % Dose3 % Bame HC Dose1 % Total 57.0% 40.9% HC Dose1 % Dose2 % 7347 6788 997 92.4% 92.3% 97.6% 89.8% 89.6% 96.9% 6492 5994 953 62.6% 62.9% 68.6% 1607 1513 119 87.3% 87.5% 95.0% 82.5% 82.6% 90.8% 1284 1215 105 45.9% 46.1% 51.4% Patient Facing 6788 57.6% 1513 41.8% Non-Patient Facing >=18 Total Patient Facing Carehome 498 734 724 55 59.0% 61.0% 60.6% 70.9% 69 209 209 15 42.0% 47.4% 47.4% 46.7% Buckinghamshire Mental Health Total 846 55.2% 265 42.3% Buckinghamshire Mental Health 846 834 58 92.1% 92.2% 98.3% 88.4% 88.5% 96.6% 265 263 18 87.2% 87.8% 94.4% 81.5% 82.1% 88.9% Buckinghamshire Mental Health Community Services Community Services Corporate Services Corporate Services Oxfordshire and SW Mental Health Total Oxfordshire and SW Mental Health Patient Facing Specialised Services Specialised Services Agency Workers Honorary Contracts Honorary Contracts Flexible Workers Flexible Workers Patient Facing Total Patient Facing Total Patient Facing 834 2077 2002 1247 928 1531 1505 584 571 2236 594 573 1062 948 55.0% 68.5% 68.6% 52.5% 53.0% 61.5% 61.4% 61.1% 61.3% 7.2% 17.0% 17.1% 32.9% 32.7% 263 257 252 207 149 276 272 223 220 0 48 46 379 357 42.6% 59.1% 59.9% 39.1% 41.6% 44.2% 44.5% 48.4% 48.6% Non-Patient Facing >=18 Total Patient Facing Carehome 10 90.0% 70.1% 70.0% 73.1% 0 Community Services 2077 2002 583 96.6% 96.5% 97.8% 94.4% 94.4% 97.6% 1930 1858 562 257 252 46 93.0% 93.3% 97.8% 87.2% 87.3% 95.7% 212 208 43 60.8% 60.1% 60.5% Non-Patient Facing >=18 Total Patient Facing Carehome 72 72.2% 64.2% 65.5% 75.0% 4 100.0% 50.3% 52.0% Corporate Services 1247 928 4 91.1% 89.3% 100.0% 89.0% 87.3% 100.0% 1092 800 4 207 149 0 87.0% 86.6% 83.6% 83.9% 165 123 0 Total Patient Facing Patient Facing Total Patient Facing Total Patient Facing 18.8% 19.6% 21.6% 22.1% Non-Patient Facing >=18 292 1403 1379 241 60.6% 65.5% 65.3% 60.6% 42 229 226 31 45.2% 48.9% 49.1% 38.7% Oxfordshire and SW Mental Health Total 1531 1505 256 94.6% 94.6% 96.9% 92.4% 92.4% 95.7% 276 272 37 88.8% 89.0% 89.2% 83.7% 83.8% 86.5% Patient Facing Carehome Non-Patient Facing >=18 Total Patient Facing Carehome 24 524 514 80 75.0% 61.8% 61.5% 58.8% 3 33.3% 50.5% 50.0% 50.0% Specialised Services 584 571 84 95.0% 95.1% 98.8% 90.9% 91.2% 96.4% 223 220 16 92.8% 92.7% 100.0% 86.1% 86.4% 87.5% 190 188 14 Executive Director commentary: Charmaine De Souza, Chief People Officer Non-Patient Facing >=18 Total Patient Facing Total Patient Facing Total Patient Facing Carehome 10 605 605 226 221 321 291 8 80.0% 45.1% 45.1% 42.9% 43.4% 39.7% 40.5% 72.7% 2 0 0 15 15 70 67 2 100.0% Agency Workers 2236 2236 594 573 1062 948 12 29.3% 29.3% 40.6% 41.0% 81.2% 81.0% 91.7% 28.3% 28.3% 38.0% 38.6% 78.1% 77.7% 91.7% 0 0 48 46 379 357 2 VCOD is a significant piece of work for line managers, HR and trade union representatives and is a risk in relation to staffing. At 18/1/22 875 employees & flexible workers were in scope for the regulations but not fully vaccinated. Honorary Contracts 33.3% 32.6% 79.4% 79.3% 100.0% 100.0% 31.3% 32.6% 76.3% 75.9% 46.7% 46.7% 25.1% 25.7% 100.0% Flexible Workers From 1 February 2022 the Trust will be able to integrate with the national Vaccination database which is likely to increase the proportion of Flu and Covid vaccinations declared. Non-Patient Facing >=18 30 33.3% 3 All figures exclude Staff with Exemptions Caring, safe and excellent
LFT testing update Routine LFT Testing Percentage of patient facing staff recording LFT results Of those 2590: Percentage recording an LFT result in the last 4 days Percentage recording an LFT result in the last 7 days Percentage recording an LFT result over 7 days ago Updated to 19/1/22 38% (2590/6788) 18% 23% 77% (476/2590) (591/2590) (1999/2590) Executive Director commentary: Charmaine De Souza, Chief People Officer Lateral Flow tests are no longer supplied to Staff through the Trust and must be obtained through the Government website. There have been reports of Staff finding it difficult to obtain Lateral Flow tests which may have affected the number of Staff reporting results. Caring, safe and excellent
Wellbeing - Are people empowered, supported and motivated to achieve desired outcomes? Health & Wellbeing Importance of back to basics is a priority, fluids, breaks, kindness. Psychological safe spaces, You Matter available for both 1-2-1 and Teams support. Wellbeing Conversations and REACT training offers. Recruitment of Health & Wellbeing Champions ongoing with in-house and national training available. BOB ICS launch now January 2022. Menopause Henpicked sign up, aiming for accreditation 2022/23. Listening to our people The annual national staff survey closed on 26 November 2021 with a final response rate for the Trust of 55%, a 2% increase on last year and also just above the average response rate for Mental Health and Community Trusts. Full results will be shared after the embargo is lifted in late February / early March 2022 and initial planning is in progress to ensure our staff see improvements based on their feedback. The People Pulse survey closes on the 31st January and currently has over 1,000 responses which is really positive. Freedom to Speak up Continue to deliver formal and informal trainings about FTSU across the Trust. Number of concerns raised with the Guardians increased to 22 (see the table below for more details). No concerns were raised about patient safety. Perceived bullying / uncivil behavioursof Staff towardseach other were the most common concerns reported. Staff feeling overwhelmed, stressed due to increased demands on their roles and workload. These concerns have impacted on staff wellbeing, and some have resulted in sickness. Some concerns were raised with the managers, but staff felt they were not listened to. Managers need to make time to listen, support and follow up on concerns raised with them; maybe some training around "difficult conversations" could help. Dec-21 Community Services Corporate Services Bucks MH Oxon & SW MH Specialised/Forensic Services Agency 12 4 0 4 Number of cases per Directorate 1 Other cases Total no. of cases 1 22 Caring, safe and excellent
Supporting Enablers Are other key enablers in place to support our people and ensure success? Community Services Clinical Restructure A review of the senior clinical leadership, quality and medical support structure across the Directorate is currently getting underway. Definitions of roles, job descriptions and structures are being reviewed to ensure that there is robust clinical oversight in all areas of the Directorate. L&D moving to be part of the HR function From 1st April 2022 the Learning and Development function will be moving to be part of the HR function and will report to the Chief People Officer. The HR process around that is being planned. Caring, safe and excellent
Supporting Enablers Are other key enablers in place to support our people and ensure success? Supporting Technologies Employee System Development program The Implementation of Phases 1 and 2, the no frills New Starters and Leavers process has been delayed due to difficulties with the supplier. The Executive Director for Digital and Transformation is currently in negotiations with the supplier regarding this. A new launch date will be announced when available. Procurement for Stages 3 9 is underway and is expected to be complete by March 2022. HR Reporting review Work to review all of reporting undertaken by the HR team has been delayed due to the need to focus on Covid. E-Rostering and E-Job Planning Donna Clarke, Service Director for Buckinghamshire Mental Health is leading the Trust s E-Rostering workstream of the IQRA programme. A new project plan is being built focusing on Inpatients only with work commencing in February 2022. Managers Portal Significant work has been undertaken to develop the Managers Portal to support Vaccination as a Condition of Deployment. GDPR The team is continuing with its work to ensure that the HR function is fully compliant with GDPR. Due to Vaccinations as a Condition of Deployment work has had to be paused to move from the G drive to Teams and ensure only appropriate documentation is retained. Caring, safe and excellent
KPI targets and Thresholds RAG Measure Target Red 10.1 20% above budget Amber 0.1 10% above budget Green budget or less Red >10% below target Amber within 10% below target Green => target Red >10% above target Amber within 10% above target Green =< target Red >10% above target Amber within 9.1% to 9.9% above target Green <= target Workforce Budget from Finance Bank NHSI Target as % Payroll Agency NHSI Target as % Payroll Vacancies 9.% Recruitment Activity Red >=11.1% Amber 10.1% to 11% Green <= 10% Red >= 3.9% Amber 3.6% to 3.8% Green<= 3.5% Turnover 10% Sickness 3.5% Casework Red <=79.9% % of substantive employees completed PDR 90% Amber within 80% and 89.9% Green >=90% Red <=79.9% Amber within 80% and 89.9% Green >=90% Red <=1.30% Amber from 1.31% to 2.29% Green >=2.3% Red <=74.99% Amber within75% and 84.99% Green >=90% Red <=17.99% Amber within 18% to 18.99% Green >=19% % of PPST completed by substantive employees 90% Number of apprentices as % of substantive employees 2.3% % of substantive employees completed supervision 85% Proportion of substantive BAME employees 19% Caring, safe and excellent
Appendix - Definitions - Workforce Performance Indicators Indicator Definitions Data Source FTE of contracted employees, agency and bank workers paid in month including those on maternity leave. Excludes COVID of contracted employees, agency and bank workers paid in month. Excludes Reserves, Third Party Sector staff and COVID FTE from Finance data (Originally sourced from ESR pay file for Bank and Substantive and WFMS for agency) Maternity FTE from ESR (1) Workforce including bank and agency Bank spend in % of total pay and WTE. The target spend is based on last 6 month use in FY2021, submitted to NHSI Finance data originally sourced from ESR pay file (2) Bank Finance data accrued on basis of agency use in WFMS and subsequently adjusted based on paid invoices Agency spend in % of total pay and WTE. The target spend is based on last 6 month use in FY2021, submitted to NHSI (3) Agency The gap between contracted and fixed term staff FTE (including those on maternity leave) vs budgeted FTE as a % of budget Budget FTE from Finance Actual FTE from ESR (4) Vacancies FTE of staff in the recruitment process from date post advertised to start date (5) Recruitment activity TRAC 12M rolling Leaver: FTE excluding fixed term contracts, transfers and redundancies, as % of average 12M rolling FTE Early turnover: FTE leavers excluding fixed term contracts, transfers and redundancies within 1yr of joining Trust / Total FTE within 1yr of joining Trust Sick Rate % - Total hrs Lost/Total hrs available LTS = absence of more than 4 weeks Overdue RTW - No of RTW that have not been completed on 1st of Month where employee returned more than 3 days earlier % RTW Completed on Time: % Of RTW completed in previous month % completed within 3 days of employees return Number of ER cases open at end of month by type and as a % of Headcount ESR (6) Turnover ESR pre Feb 2021 First Care From 1 Feb 2021 (7) Sickness (8) Casework Casework database Caring, safe and excellent
Appendix - Definitions - Workforce Performance Indicators Indicator Definitions Data Source % of substantive employees completed PDR L&D Portal (9) PDR completed L&D Portal % of PPST completed by substantive employees (10) PPST completed Number of apprentices as % of substantive employees ESR (11) Number of Apprentices L&D Portal % of substantive employees completed supervision (12)Supervision completed Proportion of substantive BAME employees ESR (13) % of BAME staff Caring, safe and excellent
