Workforce Performance Report March 2013

1. Workforce Performance ReportMarch 2013 Graeme ArmitageDirector of HR & OD Caring, safe and excellent

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

3. ANALYSIS: Turnover Turnover has increased slightly – 10.64%:10.2% but with no specific underlying causes. All areas are under the trust target of 12% except Bucks Adults of working age who are slightly above target at 13.84%. Sickness Sickness levels have decreased to 5.21% a slight decrease on last month but above the Trust target of 3.5%. Complex Needs are well below the target at 2.7%. Bank and Agency Despite staffing issues on wards bank and agency remains below Trust target and staff shortages are largely being covered by sessional workers partly because agencies are unable to provide the appropriate type of worker. The highest user of bank and agency – Oxford Older Adults is still below the Trust target. Vacancies The vacancy rate is below the Trust target overall, being over target only in Complex Needs . ACTIONS: Recruitment to inpatient wards is being done through centralised recruitment as described in the January report– there has been a high level of interest which is being sifted in March; future reports will report on the efficacy of such an approach. The high level of sickness in the Chilterns Team is being addressed; a new manager has been installed and the impact of this is being monitored. IMPACT: The impact of the centralised recruitment on vacancy levels and hence sickness rates will not be seen until future months. SPECIALIST MENTAL HEALTH SERVICES - PERFORMANCE AGAINST TARGET – ALL INDICATORS

4. Oxfordshire Community Services –Performance against Target – All Indicators

5. Oxfordshire Community Services – Performance against Target – All Indicators- ANALYSIS: Turnover Turnover is very slightly up on last month (0.45%) but the only significant increase is in local community teams with no particular underlying reason. Sickness Sickness has also increased slightly over last month from 4.45% to 4.7% – the biggest increase being in Urgent Care (1.79%) with no particular underlying issue although there was one dismissal for ill-health reasons. Bank and Agency Bank and agency spend has shown a significant decrease this month (4.76%:2.5%) despite sickness levels increasing although vacancy rates decreased slightly; at 2.5% bank and agency usage is well below the Trust target and the Trust’s average. The exception is in community hospitals where increased staffing is required for winter emergency beds. Vacancies The vacancy level is down from 7.06% to 6.7% with Urgent Care continuing to show a high vacancy rate at 23.7%. However the majority of driver/receptionists are zero/small number of contracted hours and work their hours as additional hours so that hours worked are in line with budgeted hours. Vacancies in Urgent Care have increased due to one dismissal. ACTIONS: The HR team takes a highly proactive approach to case management discussing sickness absence data with Ward Managers which increases proactive management of cases. In February there was one dismissal for ill-health. HR facilitated an afternoon on workforce issues with Urgent Care. IMPACT: See above – 1 dismissal for ill-health reasons.

6. Childrens & Families Services - Performance against Target– All Indicators

7. ANALYSIS: Turnover Turnover has seen a slight increase over January (13.35%:13.52%) ( mainly due to increases in Psychological Therapies and Liaison and in Eating Disorders. Eating Disorders have traditionally had a high turnover rate particularly Highfield Swindon where there is a high ratio of unregistered to registered, the former being more likely to move on for better opportunities, also Band 5 are likely to seek promotion to Band 6. Psychological Therapies have recently undergone organisational change. Sickness In most areas sickness decreased in February as winter viruses recede even in those areas which are showing as red. At 3.45% the overall Directorate sickness is below the Trust target of 3.5%; the exception being Eating Disorders which is due to temporary sickness and this should show a decrease next month. Bank and Agency Bank and agency spend has decreased again and remains below the Trust target and the Trust average of 3.8%; this correlates with a decrease in sickness absence and stability in the vacancy rate. Agency spend has reduced from 2.3% to 1.9%. The short term intervention to allow use of overtime (with tight controls ) continues – for bands 5 & 6 instead of using expensive agency. The division is looking to adopt a trust wide process for the booking of bank and agency which includes the above as a possible approach to staffing shortages. Vacancies The vacancy rate remains constant, reflected in the bank and agency figures above. Recruitment activity for the division is 156 posts. HR has worked closely with the Recruitment advisor to escalate start dates. The number of accepted offers awaiting start dates has seen an improvement compared to last month and currently stand at 93, of which 33 have been cleared to start. ACTIONS: HR attend Modern Matron meetings to understand the reasons for Turnover and to formulate an action plan. An R and R application may be considered for Eating Disorders. The new Highfield Unit at the Warneford may make a difference to turnover and this will of course be monitored. Psychological Therapies are beginning to grow their own trainees to seek better retention rates rather than training and then losing trainees to other organisations. Managers are supported by a number of in-house HR Childrens & Families Services – Performance against Target – All Indicators

8. Specialised Services – Performance against Target – All indicators

9. ANALYSIS: Turnover Bullingdon figures are included this month; as the service is due to TUPE out at end March figures for April will be significantly different. These figures are included to demonstrate the impact of this service and its TUPE out. Divisionally turnover is above the Trust norm largely due to the Bullingdon effect. Sickness Sickness is also above the Trust target again largely due to sickness absence in the prisons. Both Forensic Mental Health Services and Specialsied Community Services are below the Trust target. Bank and Agency Bank and agency spend has increased by 1.32% which correlates with an increase in sickness absence and an increase in the vacancy rate. The organisational change in Bullingdon has impacted on turnover and sickness and has had a correlating effect on bank and agency. Bank and agency usage in Specialised community services is well below the Trust target Vacancies: Are increased to 8.8% but largely affected by the transfer of the Bullingdon service. ACTIONS: A high level of casework continues to be managed working closely with Occupational Health. There are 3 staff on suspension and 3 staff not in their substantive posts due to professional registration and capability issues- this has an impact on agency staffing. On e ill-health case is awaiting ill-health retirement approval IMPACT: One long-term sickness case has returned to work. One ill-health case was resolved as the member of staff left. Specialised Services – Performance against Target – All Indicators

10. Statutory Training - Trust • Trust performance - February 2013 • Overall performance has remained flat at 83%. • OCSD performance reduced by 1% to 79% with continued pressure on service levels across the whole Oxfordshire healthcare system during the winter months. • It is expected that performance will remain at this level during March with the increased use of annual leave in the final month of the year. • Actions • Additional facilitated support has been given to some ward areas to enable the completion of e-learning through staff attending groups sessions within the L&D Centre. • Comparison of classroom attendance for statutory & mandatory training in the first 3 quarters of 2012/13 with the previous year shows a 38% increase i.e. more than 5000 extra sessions attended as part of the drive to meet higher performance standards. • Delivery of training at more local venues is being increased, particularly with the scheduling of refresher training in ‘blocks’ for ward based staff and other groups (e.g. re-ablement service) where absence from service delivery makes completion of scheduled training less convenient • Dedicated L&D staff resource is focused on the completion of local and Trust induction through approaches to individuals and their managers where training gaps have been identified.

11. Statutory Training by Division • Notes: • Activity - each subject area of statutory training without showing individual course types • Booked - a committed place on a training course, i.e. a plan to achieve currency of training • Not booked - the remaining ‘gap’ where no action has been taken to achieve currency of training

12. Statutory Training - Risk Level 1 – Ward Registered Staff The following courses have been selected as high risk for the highest risk group; All registered staff working on inpatient wards. Actions: Dedicated L&D staff resource has worked with ward managers and their staff to ensure completion or booking of outstanding induction. An e-learning solution for infection control is in development with sections tailored for specific groups. The introduction of the resuscitation training strategy has resulted in feedback on the complexity of an e-learning solution which has been revised. Impact: Supporting managers on induction ‘gaps’ will reduce those with local induction showing as yet to be completed. Providing an alternative delivery method for infection control targeted at specific groups will enhance the relevance and completion of training. The introduction of a revised e-learning package for resuscitation enables content to be broken down into more relevant sections for particular staff groups. This will reduce the training time and increase take-up of e-learning prior to the class-room assessment.

13. Mandatory Training • Notes: • Activity - each subject area of mandatory training without showing individual course types • TrustAchieved - actual performance level i.e. trained staff as proportion of all staff requiring training • Target - unless indicated with * this will be 85%. * shows a current phased target. • Booked - a committed place on a training course, i.e. a plan to achieve currency of training • Not booked - the remaining ‘gap’ where no action has been taken to achieve currency of training

14. PDRs • February – maintained at 92%. • Three of the four service divisions have achieved or maintained performance at 95%. • The lower performance of OCSD at 86% reflects continuing pressures on the provision of services across Oxfordshire during the peak winter months. • It is expected that the new cycle of PDRs which starts in April will see an improvement in performance over the first quarter..