Human Resources/Organisational Development Report

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Human Resources/Organisational Development Report Purpose of report [For information/discussion/approval]

EWE ☐

Report to: Board of Directors Date: 28 April 2016 Presented by: Executive Director of HR/OD Prepared by: Ann Stringer/David Thompson

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Sickness absence is at 3.86% for March which is lower than the previous year (March 2015 was 4.17%). The Trust features as second lowest SAR % in the region in the most recent regional benchmarking exercise (Q3 2015/2016). In the previous 2 quarters the Trust had the lowest SAR %.

Work is continuing on the NHSI-led Culture Programme pilot with the trust making good progress with the diagnostic tools. An update will be provided ay July’s Board when the tools are implemented and findings analysed.

At the end of Q4 for 2015/16, Appraisal compliance is 85%. If Bank are excluded, this would be 90% Information Governance is at 99.5% (target 95%) at the end of Q4. If Bank staff, long term sick and maternity are included, this would be 91%.

The Workforce Report gives an overview of the key strategic areas of assurance, workstreams/associated action plans and progress to date within key areas.

Trust Board are to be assured that CQC/NHSLA requirements are met

This report has previously been presented at:

Workforce Committee ☐

The topics included in this report were discussed at workforce committee on the 17th March. The paper was not presented.

Finance, Investment & Integration Committee

Executive summary

Risks associated with

this report

Assurance Framework reference

The following Board Assurance Framework references cover this report – 1.5, 2.10, 2.20, 2.21, 2.22, 2.30, 5.3 50 5.18.

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Northumbria Healthcare NHS Foundation Trust Workforce Strategy Report to the Board of Directors, April 2016 Date of Sub-committee Meetings: Workforce Committees (21st January / 18th February and 17th March)

1. Minutes are located on the Trust intranet

2. Our key strategic performance questions cover the following areas: - Creating a learning environment for quality and continuous improvement - Providing excellent patient centric customer service - Management and maintenance of robust HR policies and systems for safety and

compliance.

3. Creating a learning environment for quality and continuous improvement: Key Strategic Questions A. What development opportunities are we providing for our staff to improve their performance and drive a culture of continuous improvement? We have continued to deliver a series of organisational development activities including programmes to support NCUH. The activity from January to March 2016 is detailed below:

Programme Number of

Sessions

Number of NHCT

Participants

Number of NCUH

Participants

Other/ Wider NHS

Network

Assessment Centres Jan – March 2016 5 25 0 0

Consultant Recruitment Panel Training – AIS 2 2 0 0

Continued Professional Development for OSM/GM/DD

1 15 0 0

Clinical Leadership 3 28 3 0

Psychometric reports in January 7 Posts 17 Reports 9 Reports 0

Psychometrics reports in February 20 Posts 32 Reports 9 Reports 0

Psychometrics reports in March 10 Posts 32 Reports 0 Reports 0

Consultant 5 Day Programme 3 32 0 0

Consultant Appraisal Skills 0 0 0 0

Junior Doctors Development 5 45 10 0

LEA (Leadership Effectiveness Analysis) 0 26 0 0

Staff Nurse Leadership Programme Cohort 5 3 55 0 0

Trust 17 Strategic Leadership Programme 2 20 10 0

Trust 18 Strategic Leadership Programme 2 38 4 14

Job Planning 1 9 0 0

Change Management 1 11 0 0

Coaching - Internal 2 20 0 0

NHFML 10 107 0 0

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DNCPR & Incapacitated Patient 1 9 0 3

TOTAL: 78 523 45 17

B. What transformation activities are the transformation team currently completing (or plan to complete in the next three quarters) that demonstrate continuous improvement is taking place within our work place? Existing / recent projects

The Outpatients project is due for final review and closure.

The Referral management system is complete with the closure report completed and the project delivered as planned. This will generate £130,000 income and the activity has been handed over to the Contact Centre.

The Histopathology project has been process mapped, efficiency measures/ review completed and two development sessions held. The deliverables will now require a review with the project sponsors.

The Stepchange project has been effectively handed over to HR Recruitment with ad hoc support available as they work through their action plan.

The Cohort project (shared service for Occupational health) has progress and Northumbria is live and the Council due to go live within the next week. The project will then be closed and a full lessons learned evaluation to be completed as the project has been particularly challenging (supplier/ IT/ data issues).

New projects :

There’s a review of base site delayed discharges in support of addressing the NSECH flow.

There’s a focus on Carter of Coles nursing efficiency and to date nursing vacancies have been established and the shortfall in worked numbers quantified (Board agenda item).

There’s a review of the trust’s approach to QI and the Transformation team are working collaboratively with other Quality leads to co-ordinate training and projects across the trust designed to improve co-ordination, delivery and impact.

There’s been a series of quality improvement training sessions delivered to SAS doctors, Junior Doctors, Graduate Trainees and as part of the OSM development days. These have been well received and demand is increasing for additional sessions.

C. What benchmarking or other information do we have in terms of the development of our culture? Culture Programme Pilot We are now in the discovery (diagnostic) phase of the NHSI-led Culture Programme and making steady progress with the 5 diagnostic tools. The Culture and Outcomes dashboard is in production, the Board interviews are complete, the Leadership Culture survey is in final development, the Focus Groups are being designed and the Leadership Workforce Analysis tool is being finalised. The outcomes will be reported to Board in July. Staff Survey The results of the 2015 staff survey was released in Q4 and have been shared at Workforce Committee, Trust partnership and Board. Our response rate was 78.4% which is 4% lower than last year Of the 32 Key Findings in the report, we scored highest in 11 of these when compared to acute trusts across the country. We had 1 significant improvement in a Key Finding (KF8 below), 21 where there were no significant changes and 1 which was average (KF22 below) and the remaining 10 were new Key Findings in 2015.

2015 Average for Acute Trusts 2015

Best Score Acute Trust 2015

Comparison with other Acute Trusts 2015

2014

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KF8 Staff satisfaction with level of responsibility and involvement

4.07 3.91 4.08 Best 20% of Acute Trusts

4.01

KF22

% of staff have experienced physical violence from patients’ relatives or the public in the last 12 months

14 14 10 Average 15

Our overall engagement was ranked at 4.02 which was an increase from 2014 (3.93) and the highest score in an acute trust for 2015. Action plans have been developed by Business Units to address specific areas and a Trust wide action plan has also been produced.

4. Providing excellent patient centric customer service: key strategic questions A. How does our HR & OD service support provision of excellent patient centric customer service in relation to training? Statutory & Mandatory Training Work is continuing to ensure that we enable the appropriate training, learning and development opportunities in order to meet our legal and regulatory requirements. We continue to do this using a range of blended learning methods and work closely in conjunction with the appropriate lead trainers. We are engaging in benchmarking to understand the approaches other trusts are taking to the delivery of compliance driven training and reviewing the effectiveness of our approach. Medical Devices is an area of particular focus in the coming months to provide the appropriate confidence and assurance that the trust is compliant. The Care Certificate (CCP) The Care Certificate programme has been running successfully at NHCT since October 2014. Phase one of the project has seen 127 Nursing/Nutritional Assistants complete the programme and achieve their certificates. To date only two members of staff have failed to complete the CCP. Those staff did not meet the requirement of the probationary period and have since left the Trust. The Northumbria Certificate of Care is an abridged version of the CCP, this is to allow staff to complete most of the components of the Care Certificate, where their role doesn’t support the achievement of specific standards. Phase two of the of the CCP is the proposed roll out to other staff groups, who do not deliver direct patient care and are employed in patient facing roles. A range of staff groups have been identified to be included in the programme in 2016 and these include:

• All staff with Support Worker in the job title • Physiotherapy Assistants • Occupational Therapist Assistants • Infection Control Support Nurse • Smoking Cessation Officer • Endoscopy Technicians • Theatre Support Practitioner • C Card Sexual Health Promotion Coordinator • ECG Technicians • Dietetic Assistant

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• Radiographer Assistants • Domestics / Porters • Apprentices • Newborn Hearing Screening • Anti-Coagulation team /Phlebotomist • Breastfeeding Peer Support • Podiatry Assistant • Ward Clarks • Assistant Speech & Language Therapist • Care Manager Learning Disabilities • Adult Placement Coordinator

The main challenge has been around staff completing within the twelve weeks timeframe suggested in the national guidelines. Workforce Committee agreed to a four week extension period for who have special requirements or are experiencing some difficulty completing the programme. Apprenticeships We have continued to be active in the recruitment of Apprentices in both Business Administration and Health. A paper is in development for EMT to explore the implications of the Apprenticeship Levy which comes into force in April 2017 and the accompanying public sector target for the employment of apprentices. Graduate trainees Recruitment is underway for our undergraduate and postgraduate training programmes with record applications for Finance, HR, Informatics and General Management postgraduate places for the Autumn 2016 cohort. The trainees will complete a series of work placements and complete the appropriate academic qualifications appropriate to their programme. Existing graduate trainees have had 1:1 meetings with the Executive Director of Operations to check progress and satisfaction with the programme. As a result of feedback, there will be some enhancements made to the programme in terms of structure and information. National Graduate programme We have submitted applications for General Management, Informatics, General management and HR graduate trainees from the national scheme. We have a good track record of these and will be advised in the coming months what we’ve been allocated. Civil Service Graduate programme We continue to be a placement host for the Fast Stream Civil Service graduate programme. This is a 6 month programme which has proved successful to date and we continue to receive positive feedback about this from secondees. b) How does our HR/OD service support the provision of excellent patient centric customer service in relation to recruiting the right staff? Values based recruitment To ensure we continue to recruit the best people, and in particular those whose values reflect ours, we continue to use value-based recruitment. This method is a more formal way of assessing potential employees against the five Trust values as well as technical competencies which are relevant to the role. An RPIW was completed in early 2016 which resulted in simplifying the scoring and associated paperwork (for example this has seen a reduction in the number of documents sent to a shortlisting panel from 19 to 7). A further evaluation is also expected to be carried out in July/August 2016.

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Recruitment Performance Monthly Stepchange reports are now incorporated into the monthly business unit dashboards so individual business units can track their recruitment activity. Stepchange reports also features monthly on the Workforce Committee agenda and is reported by exception in regards to overall time taken to recruit. We have developed an action plan to reduce the time taken to complete the various stages of recruitment, and “stepchange” is a recruitment management system that we have now commissioned. An indication of our level of recruitment and processing times are shown in the reports below. Stepchange Report

Task OCT NOV DEC JAN FEB MAR Status 13-Apr-16

Adverts processed 154 127 114 152 146 133 Requisitions in progress 174

Interviews processed 120 123 161 90 121 123 Vacancies in progress 33

Offer Letters issued 167 311 272 195 219 210 Pre-Employment Checks 522

Contracts issued 253 279 217 210 339 217

Start dates agreed 190 354 230 210 280 241

MonthAverage of Requisition

approval to Last Pre-

Employment CheckCount of starters

Oct-15 11.5 147

Nov-15 14.4 142

Dec-15 14.7 92

Jan-16 12.5 132

Feb-16 15.6 122

Mar-16 15.8 100

Total 14.1 735

Stepchange Report - Recruitment Statistics

Note: These figures are only

for starters who were offered

a post from 1st July 2015

onwards

Task OCT NOV DEC JAN FEB MAR Status 13-Apr-16

Adverts processed 154 127 114 152 146 133 Requisitions in progress 174

Interviews processed 120 123 161 90 121 123 Vacancies in progress 33

Offer Letters issued 167 311 272 195 219 210 Pre-Employment Checks 522

Contracts issued 253 279 217 210 339 217

Start dates agreed 190 354 230 210 280 241

MonthAverage of Requisition

approval to Last Pre-

Employment CheckCount of starters

Oct-15 11.5 147

Nov-15 14.4 142

Dec-15 14.7 92

Jan-16 12.5 132

Feb-16 15.6 122

Mar-16 15.8 100

Total 14.1 735

Stepchange Report - Recruitment Statistics

Note: These figures are only

for starters who were offered

a post from 1st July 2015

onwards

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c) Recognising the link between the health and wellbeing of our staff and the care delivered to patients.

Health & Wellbeing The health and wellbeing programme continues to go from strength to strength with key highlights from the Health and Wellbeing programme over the last quarter including the secondment of Andrew Colvin into staff health and wellbeing co-ordinator to cover the absence of Kylie Murrell. In addition, the Healthy NHS Workforce programme to support health and wellbeing projects is progressing well;

NHS Health Check to eligible staff (for adults aged 40-74 without a pre-existing conditions) Recruitment commenced for 2 Health Trainers to deliver health checks. Draft action plan created to offer all eligible staff across trust a NHS Health Check and ineligible a MOT Health check.

Line management training completed. Pilot programme to roll out training to 50 line managers over 5 sessions as follow on to Health at Work Training session

Trust to be assessed for Better Health at Work Gold level on 11th July - on target.

Trust received free subscription to mindfulness app for staff for 1 year following activation. Piloting releasing codes following training attendance.

Funding approved to roll out talking therapy groups

Board level and clinical champions identified as Ann Stringer and Jamie Brown. A Health and Wellbeing Stakeholder Group continues to oversee the action plan. Points include ensuring patients always offered healthy food on site. A traffic light system has been implemented and delivery of portion size training to catering staff. 30% of products in vending machines dietician approved. As part of the health and wellbeing programme, we’re trying to encourage staff to be more active during the working day, and this includes taking the stairs instead of the lift. Using a programme called Step Jockey at Cobalt site only, ‘smart’ signs are placed in building that show how many calories can burnt by taking those particular stairs. They’re interactive, so people can scan them with their mobiles and keep track of how they’re doing by downloading an app.

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The challenge went live on 4th April for staff at Cobalt to climb Mount Everest as well as competitions for more steps climbed individually, as a team and more. Follow huge success of physical activity ‘Beat the Board’ challenge in October, discussions have taken place with Northumberland Sport to roll out a ‘around the world in 80 days’ challenge in finish the closing ceremony of the Olympic games 2016. We’ll continue to establish and promote local physical activity to staff. On site classes and running groups are continuing and we’re looking to introduce new classes. The promotion of local gym discounts and sporting opportunities continues on the intranet. Two teams represented trust at Tyne and Wear Active Workplace games 2016. Teams finished 5th and 7th respectively from 12 teams and a team of Northumbria recognised for performance in archery resulting in a free session. The Trust supported No Smoking Day with articles in the Staff Update (signposting to cessation services), screensavers and text on TV screens in the hospitals. There were also stalls within NESEC and Wansbeck by Northumberland Stop Smoking Service CQUIN is now attached to Health and Wellbeing. CQUINS include;

Introduction of health and wellbeing initiatives

Healthy food for NHS staff, visitors and patients

Improving the uptake of flu vaccinations for front line staff within Providers The Trust is very proud to have been chosen as one of 10 national exemplar sites for Health and Wellbeing in the NHS and continue to work with NHS Employers to progress and share best practice with other exemplar sites. Sickness absence results The Trust's SAR% for Q4 – Jan-Mar 2015/16 is 4.24% which is a slight decrease on Q3 (4.30%) and is also lower than Q4 for 2014/15 (4.57%). March has seen a significant reduction following a seasonal increase over the winter period. The last 12 months rolling sickness absence results are as shown in the table below:

April May June July Augus t September October November December January February March

Absence Rate % 3.85% 3.71% 3.51% 3.57% 3.70% 3.60% 4.05% 4.32% 4.43% 4.71% 4.17% 3.86%

Trust Target 3.50% 3.50% 3.50% 3.50% 3.50% 3.50% 3.50% 3.50% 3.50% 3.50% 3.50% 3.50%

12 Month AVE % 3.85% 3.78% 3.69% 3.66% 3.67% 3.66% 3.71% 3.79% 3.86% 3.95% 3.97% 3.96%

3.85% 3.71%3.51% 3.57% 3.70% 3.60%

4.05%4.32% 4.43%

4.71%

4.17%3.86%

0.00%

1.00%

2.00%

3.00%

4.00%

5.00%

6.00%

Sick

ne

ss %

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The NHS operating framework has stipulated an absence target of 3.5% for this financial year which at present we are not achieving. Targeted Action plans have been developed in each business unit to continue managing this closely. The 12 month RYA for the Trust is now at 3.96% which is a significant reduction from the previous 12 months. The introduction of the new Health at Work Policy will also assist in helping support and manage sickness absence going forward. Sickness Absence Rate Benchmarking Data The Trust also participates in a Regional Benchmarking exercise and the 2015/16 Quarter 3 data (Oct-Dec 15) received recently is as follows:

NHCFT are the 2nd lowest in the Region with a 2015/16 - Q3 average of 4.27% compared to an overall Regional average of 4.90% and consistently had the lowest monthly SAR % between April – December 2015 with the exception of November and December when we were 2nd lowest. Regional Analysis of Short Term/Long Term Sickness Absence In the most recent round of Regional Benchmarking (for Q3 2015/16) a further analysis was undertaken to compare the ratio of Short Term Sickness and Long Term Sickness in each Trust participating. The Q3 results show Northumbria’s Short Term Absence equates to 33.80% and Long Term Absence equates to 66.20% of the total Sickness Absence Rate. The Trust’s Short Term % (i.e. 3 or more absences totalling 8 days in a rolling 12 month period) has increased and Long Term % (i.e. an absence of 2 weeks or more) has decreased from Q3. Our short term absence average is above the Regional average but our long term average is lower.

Organisation Quarter 1 Quarter 2 Quarter 3 Quarter 4 Average

Newcastle Upon Tyne Hospital NHS Foundation Trust 3.81 3.70 4.05 3.85

Northumbria Health Care NHS Foundation Trust 3.68 3.60 4.27 3.85

County Durham & Darlington NHS Foundation Trust 4.35 3.93 4.52 4.27

North Tees & Hartlepool NHS Foundation Trust 4.10 4.45 4.59 4.38

South Tees Hospitals NHS Foundation Trust 4.44 4.44 4.70 4.53

Tees, Esk and Wear Valleys NHS Foundation Trust 4.43 4.33 4.83 4.53

North Cumbria University Hospital 4.27 4.63 4.84 4.58

Gateshead Health NHS Foundation Trust 4.65 4.47 4.99 4.70

City Hospitals Sunderland NHS Foundation Trust 4.68 4.68 5.41 4.92

Northumberland, Tyne and Wear NHS Foundation Trust 5.08 5.02 5.72 5.27

South Tyneside NHS Foundation Trust 5.74 5.28 6.01 5.68

Average 4.48 4.41 4.90 0.00 4.60

Organisation

Short Term

% Rate

Long Term

% Rate

Total %

Short Term

%

Long Term

Newcastle Upon Tyne Hospital NHS Foundation Trust 1.60 2.49 4.09 39.12 60.88

Northumbria Health Care NHS Foundation Trust 1.44 2.82 4.26 33.80 66.20

County Durham & Darlington NHS Foundation Trust 1.29 3.24 4.53 28.48 71.52

North Tees & Hartlepool NHS Foundation Trust 1.36 3.23 4.59 29.63 70.37

South Tees Hospitals NHS Foundation Trust 1.48 3.12 4.60 32.17 67.83

Tees, Esk and Wear Valleys NHS Foundation Trust 1.70 3.10 4.80 35.42 64.58

North Cumbria University Hospital 1.62 3.23 4.85 33.40 66.60

Gateshead Health NHS Foundation Trust 1.64 3.35 4.99 32.87 67.13

City Hospitals Sunderland NHS Foundation Trust 1.59 3.82 5.41 29.39 70.61

Northumberland, Tyne and Wear NHS Foundation Trust 1.43 4.32 5.75 24.87 75.13

South Tyneside NHS Foundation Trust 1.80 4.21 6.01 29.95 70.05

Average 1.54 3.36 4.90 31.74 68.26

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Labour Turnover Labour turnover is currently at 10.08% (Headcount); 8.00% (FTE) compared to last quarter’s 9.75% (Headcount); 8.63% (FTE). This remains low.

5. Management and maintenance of robust HR policies and systems for safety and compliance. Key strategic questions a) What is our local compliance with regulatory standards such as CQC and NHSLA frameworks. For 2016 we continue with our approach and communication for statutory and mandatory training has been to ensure each department has targeted department set dates for statutory and mandatory training and appraisals to be completed. The relevant managers and business units will be held accountable for their performance at Workforce Committee. The Business Unit’s report to Workforce Committee on their progress and the performance dashboards have been amended to reflect this approach. In summary based on the current plans and declarations made for Quarter 4 are as follows: 85%83.9%.

Regulatory Standard: Relates to: Compliance:

Statutory/Mandatory Training NHSLA/CQC 85.7%

Appraisal CQC 85%

Internal audit outcomes N/A All audit outcomes completed

Notable practice areas Not applicable N/A

Exception reports: None this quarter N/A

Appraisal in Medicine BU has improved since last quarter but remains below their trajectory and this has previously been raised in Trust Board issue reports. As a consequence completion against CQC standards in this Business Unit has been marked as partial compliance. Operational pressures are the root cause and recovery plans are currently being reviewed and formulated in the business unit.

Fit and Proper Persons Test This work is now complete and the appropriate systems and processes are in place. HR Risk Register The HR risk register provides positive assurance that key controls are in place and that there are no gaps in controls or assurances (other than as shown in the risk register) to the best of the knowledge of the committee. Outstanding actions and persons responsible are as shown in the committee minutes.

Headcount FTE Leavers Headcount Leavers FTE LTR

Headcount %

LTR FTE % Trust LTR FTE

%

Trust

Headcount

LTR %

319 Northumbria Healthcare NHS Foundation Trust 11,275 7,004 1,137 561 10.08% 8.00% 8.00% 10.08%

319 CHI Child Health Directorate 510 420.67 47 36.64 9.22% 8.71% 8.00% 10.08%

319 CLI Clinical Support 598 543.44 53 45.94 8.86% 8.45% 8.00% 10.08%

319 COM Community Business Unit 1,778 1,517.34 136 111.46 7.65% 7.35% 8.00% 10.08%

319 COR Corporate Services 682 632.61 53 48.79 7.77% 7.71% 8.00% 10.08%

319 MED Emergency Care and Medicine Business Unit 2,035 1,751.68 171 143.95 8.40% 8.22% 8.00% 10.08%

319 SUR Emergency Surgery & Elective Care Business Unit 1,688 1,463.02 118 92.52 6.99% 6.32% 8.00% 10.08%

319 EST Estates and Facilities 555 426.65 87 62.35 15.68% 14.61% 8.00% 10.08%

319 Staff Bank 3,098 0.00 441 0.00 14.23% #DIV/0! 8.00% 10.08%

319z Northumbria Healthcare Facilities Management Ltd 239 178.59 21 11.53 8.79% 6.46% 8.00% 10.08%

319z Northumbria Primary Care 92 69.82 10 7.38 10.87% 10.56% 8.00% 10.08%

Labour Turnover by Business Unit - Apr 2015 - Mar 2016

319 CHIChild Health

Directorate

319 CLIClinical

Support

319 COMCommunity

BusinessUnit

319 CORCorporate

Services

319 MEDEmergency

Care andMedicineBusiness

Unit

319 SUREmergency

Surgery &Elective Care

Business

Unit

319 ESTEstates and

Facilities

319 StaffBank

319zNorthumbria

HealthcareFacilities

Managemen

t Ltd

319zNorthumbria

Primary Care

LTR Headcount % 9.22% 8.86% 7.65% 7.77% 8.40% 6.99% 15.68% 14.23% 8.79% 10.87%

LTR FTE % 8.71% 8.45% 7.35% 7.71% 8.22% 6.32% 14.61% 0.00% 6.46% 10.56%

Trust LTR FTE % 8.00% 8.00% 8.00% 8.00% 8.00% 8.00% 8.00% 8.00% 8.00% 8.00%

Trust Headcount LTR % 10.08% 10.08% 10.08% 10.08% 10.08% 10.08% 10.08% 10.08% 10.08% 10.08%

0%2%4%6%8%

10%12%14%16%18%

LTR Headcount%

LTR FTE %

Trust LTR FTE%

TrustHeadcount LTR%

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The trust also received significant assurance for the recent audit on European Working Time Directive (EWTD) compliance. Industrial Action by Junior Medical Staff Plans are in development to introduce the new contract for Junior Doctors with discussions failing at national level between NHS Employers and the British Medical Association (BMA). A number of periods of industrial action have now taken place with an all-out stoppage for 48 hours planned for the 26th/27th April with no emergency cover being provided. Gold, silver and bronze controls will be in place and other staff groups such as consultants are being asked to cover as appropriate. Elective work has been cancelled as required. Reliance on bank and agency staff A total of 24,446 bank shift requests were filled and worked in Q4 (Jan-Mar 2016) which is an increase on Q3. Of these 92% were undertaken by the Trust's Bank Staff and 8% were undertaken by Agency Staff. Work continues to improve the quality and availability of temporary staffing within the Trust and also manage the supply of agency staffing required by the Business Units. For the 92% of Bank shift requests worked 79% of those who worked the shifts are also substantively employed by Northumbria. The remaining 21% are employed by Northumbria as bank staff only.

Requested Shifts Filled Jan-16 Total By Bank By

Agency

Trust Total 7775 7101 674

Requested Shifts Filled Feb-16 Total By Bank By

Agency


Requested Shifts Filled Mar-16 Total By Bank By

Agency


Combined Total for Q4 Jan-Mar 16

Requested Shifts Filled Q4 Total By Bank By

Agency

Trust Total 24446 22501 1945

92.0% 8.0%

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This detail should provide assurance to the Board that 79% of bank staff also have a substantive contract with the Trust. In line with the recently published guidance from Monitor “Use of framework agreements for the supply of agency nurses” the Trust’s agency supply is in line with the approved framework agreements published. Please note, as a result of the improvements made within the Temporary Staffing Team a new recording/reporting system is now in place. This ensures all agency shifts are more accurately recorded in one central system for the Trust. This has brought to light that the reporting of numbers of agency shifts worked in the past has been inaccurate although the % of shifts worked compared to Trust Bank shifts remains relatively unchanged and the ratio of Agency shifts/Trust Bank shifts is still low in comparison. Appraisal completion At the end of Q4 for 2015/16, compliance is standing at 83.9% (as at the end of March 2016) which is behind plan. There are 142 departments who have not achieved over 85% by the end of March 2016 (38 of which have achieved less than 50% of their appraisals). 368 departments have achieved over 85% (237 of which have completed 100% of their appraisals). NSECH pressures did temporarily adversely affect some completion against BU plans as did the large scale movement of staff due to reconfiguration of services on all sites post NSECH. The Business Unit Breakdown based on primary assignments is as follows:

Business Unit Appraisal %

Child Health 89%

Clinical Support 91%

Community 92%

Corporate Services 93%

Estates & Facilities 92%

Medicine 81%

Surgery 87%

Staff Bank 42%

NHFML 100%

NPC 88%

Trust Total 85%

21%

79%

Bank and Bank/Substantive Contract Analysis - Jan-Mar 2016

Bank Only Bank and Substantive

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If we exclude Staff Bank from the above figures the Trust Total would be 90%

Whistleblowing information Quarter 4: January – March 2016 During Quarter 4 there were 6 ‘whistleblowing’ concerns raised. Reference numbers have now been added to ensure traceability of cases.

Information is based on formal whistleblowing concerns or concerns raised via another route where the reported concern would fall within the whistleblowing definition.

Ref Business Unit Nature of Concern (as defined by whistleblowing policy)

Raised as a formal whistleblowing concern

Action Taken

RC 35 Surgery Compromising Patient care

No Case Closed Staff letter concerning staffing levels. Resilience plan developed

RC 36 Estates & Facilities

Other No Case On-going PP04 Investigation ongoing.

RC 38 Medicine Other No Case On-going Breach of confidentiality. PP04 Investigation commenced – case manager decision to move to disciplinary panel.

RC 39 Estates & Facilities

Other No Case Closed Theft. Following a PP04 Investigation and Case management review the allegations were unsubstantiated.

RC 40 NPC Compromising Patient care

No Case Closed Concern over staffing levels. In formal investigation no further action

RC41 Child Health Compromising Patient care

No Case Closed Concern over staffing levels and standards. Formal response to CQC who have accepted the response.

Quarter 3: October – December 2015 During Quarter 3 there were 8 ‘whistleblowing’ concerns raised. Reference numbers have now been added to ensure traceability of cases. (Note due to an administration error RC30 and RC33 are infact the same case and should be counted only once).

Information is based on formal whistleblowing concerns or concerns raised via another route where the reported concern would fall within the whistleblowing definition.



Action Taken

RC27 NPC other No Case Closed Concern over staffing Informal Investigation – future plans relayed to individual raising concern - no further action

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RC28 Estates & Facilities

other No Case Closed Concern over staff member behaviour Informal Investigation – concerns shared with individual and confirmed in writing – no further action

RC29 Corporate Services

other No Case Closed Nature of concern - Trust not recouping finance from external source, An informal investigation has been completed and appropriate actions have been taken.

RC30 Surgery other No Case Closed Concern over a specific recruitment process. Formally investigated, concern raised not substantiated.

RC31 Surgery Compromising patient care

No Case Closed Informal investigation – no further action

RC32 Estates & Facilities (NHFML)

Fraud or financial irregularity

No Case Closed Formally investigated and resolved via the disciplinary process – individual dismissed

RC33 Surgery other No Case Closed Concern over a specific recruitment process. Informal Investigation – no further action

RC34 Surgery Compromising patient care

No Case On-going Letter from staff to management team - discussed at EMT the issues raised have been addressed via an action plan. The BU is monitoring progress of this action plan.

Quarter 2: July – September 2015 During Quarter 2 there were 4 ‘whistleblowing’ concerns raised. Reference numbers have now been added to ensure traceability of cases. Information is based on formal whistleblowing concerns or concerns raised via another route where the reported concern would fall within the whistleblowing definition.



Action Taken

RC23 Clinical Support (incident occurred Quarter 1 – 2015/16)

Endangering the health or safety of any individual

No Case Closed Behaviours/cleanliness/standards - Informal investigation - issues being followed up via an action plan

RC25 Corporate Services


No Case Closed Informal Investigation – no evidence of wrong doing. no further action

RC26 Estates and Facilities

Other No Case Closed The allegations in this complaint have been covered in a separate disciplinary investigation and were considered as part of the outcome of that case

RC1 Medicine (incident


Yes Case Closed Informal Investigation - no further

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occurred Sept 2010 before whistleblowing records commenced but was closed in Quarter 2 – 2015/16)

action

Quarter 1: April – June 2015 During Quarter 1 there were 3 ‘whistleblowing’ concerns raised. Information is based on formal whistleblowing concerns or concerns raised via another route where the reported concern would fall within the whistleblowing definition.



Action Taken

RC21 Estates & Facilities (incident occurred Quarter 4 - 2014/15)


No Case closed informal investigation - referred to disciplinary procedure – employee dismissed

RC22 Clinical Support Fraud or financial irregularity

No Case closed informal investigation - referred to disciplinary procedure target date for completion 29.07.2015

RC24 Estates & Facilities


No Case closed informal investigation currently ongoing

Summary: April 2015 – March 2016

Number of concerns 20

Quarter: - Quarter 1 - Quarter 2 - Quarter 3 - Quarter 4

3 4

7* 6

Business Unit: - Child Health - Clinical Support - Community - Corporate Services - Estates & Facilities - Medicine - Surgery - NPC - NHFML

1 2 0 2 6 2 4 2 1

Nature of concerns: - Compromising patient care - Ill treatment of a patient by a member of staff

5 0

18

- Fraud/Financial irregularity - Corruption, bribery or blackmail - Criminal offences - Failure to comply with legal/regulatory obligation - Miscarriage of justice - Endangering the health & safety of any individual - Endangering the environment - Deliberate concealment - Other

4 0 0 0 0 3 0 0 8

*Note due to an administration error RC30 and RC33 are in fact the same case and should be counted only once.

EWTD Compliance A EWTR Working Group has been established to review and assess current working practices within the Trust to ensure Compliance with the EWTR and where areas are identified as having specific issues agree in Partnership a plan to resolve these. A three staged plan has been developed:-

Stage 1 - Key elements of the EWTR – ensure HR, Staff Side and Managers have a clear understanding of the key principles of the EWTR.

Stage 2 – Current Practice – To understand working practices currently in place, identifying the scale of any problems and define the areas which require addressing / further discussion and review.

Stage 3 – Future State – compiling a set of common principles to apply and developing action plans to address compliance issues and agree implementation plans.

Stage 1 is complete; we are now working towards Stage 2 being complete by June 2016. Further work continues with our EWTR assurance reports. 6. Equality & Diversity Update NHS Employers confirmed that the trust has been included in the Stonewall Top 100 Employers Index for 2016 and placed 72nd. The trust is one of 13 NHS/health and social care organisations which feature and NHS Employers praised the leadership and commitment shown to be recognised.

7. Step Into Health Programme - Promoting NHS Careers to Armed Forces Service Leavers and Veterans. Northumbria Healthcare NHS Foundation Trust (NHCFT) has now held two of the six Step into Health (SITH) Information Days scheduled for 2016. Attendance on both days was very good and considered to be a success with the ‘buzz’ on the days being palpable. Feedback from participants has been consistently excellent. 26 participants have taken part to date and we are currently in the process of facilitating 12 placements; 10 with Northumbria and 2 with SITH partnership organisations. Northumbria placements are in a variety of areas; Operational Management, Estates, Nursing, Security, Learning and Development and Pathology. All of the placements are progressing well and should be in progress within the next few weeks; after which we are hopeful to be able to report on some positive outcomes in terms of employment / further education. We are currently working to a 3 stage SITH plan for the Trust:-

Phase 1 – Set up and running for Northumbria – the Northumbria model is now established and all dates scheduled for 2016 and we are in the process of setting up dates for 2017. We are also in the process of developing links with some internal programmes to facilitate SITH participants taking up places in the following areas:-

19

o Advanced Apprenticeship Programme (Health and Administration) o Trust Based Nurse Training Programme (in conjunction with Northumbria University, NMC) o Trust Based Operating Department Practitioner Training (in conjunction with Northumbria

University) o Graduate Trainee Scheme (General Management, HR, Finance and IT)

Phase 2 – Following the implementation of SITH within NHCFT, the aim is to raise the profile of the programme locally within other NHS organisations and with external agencies across the region. The North East Ambulance Service have agreed to participate in the Information Days as have Health Education England and Northumberland County Council, who will facilitate work placements for SITH participants.

Phase 3 – Mainstream SITH into NHCFT Recruitment Programme. The SITH Programme supports the Armed Forces Community Covenant, signed by NHCFT in 2012, the purpose of which is to encourage support for the Armed Forces Community.

8. Recommendation to the Board of Directors Trust Board is asked to note the contents of this report. ANN M STRINGER DAVID THOMPSON Executive Director of HR/OD Non Executive Director

Documents

Human Resources/Organisational Development Report