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Workforce Performance Report April 2013. Jayne Halford Deputy Director of HR. Caring, safe and excellent. SPECIALIST MENTAL HEALTH SERVICES - PERFORMANCE AGAINST TARGET – ALL INDICATORS. SPECIALIST MENTAL HEALTH SERVICES - PERFORMANCE AGAINST TARGET - ALL INDICATORS.

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Workforce Performance Report April 2013


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    1. Workforce Performance ReportApril 2013 Jayne HalfordDeputy Director of HR Caring, safe and excellent

    2. SPECIALIST MENTAL HEALTH SERVICES - PERFORMANCE AGAINST TARGET – ALL INDICATORS

    3. SPECIALIST MENTAL HEALTH SERVICES - PERFORMANCE AGAINST TARGET - ALL INDICATORS • Analysis/Actions being taken by the HR Team in Month • Turnover • The 3 month trend in turnover remains constant at a little over 10.5%. • The Bucks Adults of Working age wards remain high at 14% but a change in management in Mandalay ward at the end of March means that we will monitor to see if this decreases. • Bucks Older Adults turnover trend remains very low at 4.5% and this may create difficulties when closing an OA ward and Day hospitals are part of the Service remodelling. • Sickness • The trend for overall sickness has reduced monthly since February but the long term sickness levels remain fairly constant at around 2.4% despite a numberof 4 medical discharge cases. • Oxford Older Adult wards has historically high levels of long term sickness which is being addressed by the management and HR team. This has resulted in 2 medical discharges and a resignation in April. • There are now 2 cases where staff have been absent for over 365 days and these are in process for medical discharge panels. • Monthly meetings are held between ward managers and the HR team to discuss sickness cases and all staff who have met the trigger points are actively managed. • High sickness in the community is dominated by a small number of teams and the main reason for sickness is anxiety/stress/depression/other psychiatric illnesses. Management is those teams has been strengthened or supported by the Service Managers, the use of triggers reinforced and referrals to Occupational Health increased. • Bank and Agency • Both bank and agency and sessional costs have increased month on month due to the ward shortages. • NHSP were unable to fill 43% of shifts in Feb, 34% in March and 33% in April.  As Mental Health has not historically been included on the NHS/ agency agreement either the shifts remain unfilled or the use of sessional staff increases which can result in increased sickness. The Adult wards are booking short contract agency staff for the first time because NHSP cannot be relied upon to fill shifts. We will work with Procurement to ensure we are offered preferential rates by using agencies on the framework. • .

    4. SPECIALIST MENTAL HEALTH SERVICES - PERFORMANCE AGAINST TARGET - ALL INDICATORS Vacancies: With a budgeted establishment of 1,144 the Mental Health Division has a headcount of 1,240 (includes staff seconded from Oxford and Bucks County Councils) and vacancies of 131 Of the 131 vacancies 64 have been recruited to and are in the pipeline moving towards a start date. In addition 17 candidates have been interviewed and made job offers In the last 3 months 55 staff have started in MH and 49 have left. In particular In patient wards have been particularly short of staff and HR has facilitated a pilot of central recruitment. The response from the last round of central recruitment resulted in over 400 applications The feedback from the managers was that the shortlisting was appropriate but there is still an issue with candidates who withdraw from the interview at the last moment or do not attend. Some of this may be due to the time between shortlisting and the interview and this area is being focused on for further measurement and improvement. The quality of candidates who did attend was high and managers were able to make job offers against all their current vacancies. The HR team attended workshops in Oxford and Bucks for Mental Health trainees who will qualify in Sept 13. We facilitated sessions on recruitment and selection and made contacts with potential candidates. We have also supported the Modern Matrons in arranging sessional contracts for trainees on ward placements who have shown potential and by getting an agreed Patient and Personal Safety Training (PPST)place. The Crisis team have had difficulty in recruiting suitable staff to the Band 6 CPN role and HR are supporting them by improving the advert and getting costing for advertising outside of NHS jobs if required The timeliness of CRB checks are much improved as is the process for taking and receiving appropriate references. Delays now are generally because the candidate only gives in their notice when all checks have been completed.   The HR team are supporting new and inexperienced managers by sitting on interview panels where appropriate

    5. OXFORDSHIRE COMMUNITY SERVICES – PERFORMANCE AGAINST TARGET – ALL INDICATORS

    6. OXFORDSHIRE COMMUNITY SERVICES – PERFORMANCE AGAINST TARGET - ALL INDICATORS • ANALYSIS: • Turnover • The Division is slightly above Trust target at 12.6%: there is variation across the services with Turnover being highest in the Community Nursing teams at 14.7% and lowest in Urgent Care at 6.2%; • The Overall turnover for Community Nursing teams is 14.7%, however there are particular hotspots with the West locality being at 25.8% and the South East locality 24.4%. The HR team will be reviewing staff survey results, which have now been circulated to the Division, with Heads of Service to inform local action plans; • A meeting has been held between HR and managers from the Community Nursing teams to clarify and consolidate understanding of the BARM data and ensure that the managers are committed to using this data to drive improvement action plans; • Sickness • Sickness remains above Trust target in all areas of the Division apart from Oxon Community Management and is highest within Community Nursing teams at 5.6%. • Training in short term sickness absence management for the Band 6/7s in the Community Nursing teams has been scheduled and training has already been delivered to North East, South East (May) and Oxford City Localities. Training is booked for the North locality (in May) and we are in the process of arranging training for the South West locality. • HR have met with the management team for the South East Community Nursing teams to discuss the management of individual cases and a plan of how to raise awareness of sickness absence and its impact amongst the employees in their teams. • There are now 12 cases going through the formal Capability process relating to sickness absence and ill health – this includes 7 staff who are in their notice period. • The main reason for sickness absence in Community remains MSK and HR are working closely with Occupational Health to review these cases. • Bank and Agency • Bank and Agency usage is below Trust target and usage continues to be predominantly within Community hospitals, who used 42 shifts during the week ending 5th May 2013, representing 24% of the shifts used. • Townlands and Wallingford Community Hospitals have been the highest users during the week reported on, with Vacancy being recorded as the predominant reason for use: this does not tally with recorded recruitment vacancies and HR is reminding managers of the need to accurately record reasons for Agency use so that reasons for usage can be more usefully monitored to inform any management actions required • Agency levels have fallen in recent weeks as the need for escalation beds has reduced in Community hospitals; • .NHSP fill rates for shifts remains low and shifts are being cascaded to other Agencies. The problems have been discussed and reviewed with NHSP who will place a dedicated advert for Community services. • Vacancies: •  The number of vacancies is currently 158 of which 75 are at offer and 33 are cleared to start. • HR/Recruitment are proactively reviewing occasions where there is a delay between candidates being cleared to start and the manager agreeing a start date with the candidate. Where there are significant or repeated delays, this information will be discussed with Heads of Service to try and minimise delays. HR will continue to monitor the timescales associated with recruitment campaigns and will review all reasons for delays.

    7. CHILDRENS & FAMILIES SERVICES – PERFORMANCE AGAINST TARGET - ALL INDICATORS

    8. : CHILDRENS & FAMILIES SERVICES – PERFORMANCE AGAINST TARGET– ALL INDICATORS

    9. CHILDRENS & FAMILIES SERVICES – PERFORMANCE AGAINST TARGET – ALL INDICATORS

    10. SPECIALISED SERVICES – PERFORMANCE AGAINST TARGET - ALL INDICATORS

    11. SPECIALISED SERVICES – PERFORMANCE AGAINST TARGET - ALL INDICATORS

    12. CORPORATE SERVICES - PERFORMANCE AGAINST TARGET – ALL INDICATORS

    13. CORPORATE SERVICES – PERFORMANCE AGAINST TARGET – ALL INDICATORS