SOMERSET PARTNERSHIP NHS FOUNDATION TRUST 2015/16 QUARTERLY HUMAN R ESOURCES AND WORKFORCE PROGRESS REPORT: QUARTER 1

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1 SOMERSET PARTNERSHIP NHS FOUNDATION TRUST 20/16 QUARTERLY HUMAN R ESOURCES AND WORKFORCE PROGRESS REPORT: QUARTER 1 Report to the Trust Board 22 September 20 Sponsoring Director: Author: Purpose of the report: Interim Director of Human Resources and Workforce Development. Workforce Information Manager/Head of Learning and Development and Interim Director of HR and Workforce Development To present key workforce information to the Board to provide the Board with assurance that the Trust s workforce is being effectively managed. Key Issues and Recommendations: the report provides key workforce information including a range of workforce statistics and indicators relating to the workforce profile, equality and diversity, training and development activity and workforce indicators this report is configured in line with the previous organisational structure, but will be reformatted to reflect the new structure in Quarter 2 where possible the report includes relevant local comparisons for benchmarking purposes key workforce information is shown in an organisational dashboard format at Appendix 1 the information shows that the Trust, as at the end of Quarter 1, employed a total of 3,879 staff or 3,085 whole time equivalents and had an additional complement of 629 bank workers; the report sets out equality and diversity information, broken down by age, gender and ethnicity; September 20 Public Board - 1 -

2 Actions required by the Board: The Board is asked to discuss the report and suggest any amendments to ensure the Board is provided with relevant workforce data. INTERIM DIRECTOR OF HUMAN RESOURCES AND WORKFORCE DEVELOPMENT September 20 Public Board - 2 -

3 SOMERSET PARTNERSHIP NHS FOUNDATION TRUST HUMAN RESOURCES AND WORKFORCE DEVELOPMENT REPORT QUARTER 1 (April to June 20) September 20 Public Board - 3 -

4 CONTENTS PAGE 1. INTRODUCTION 5 2. WORKFORCE PROFILE 5 Staff in post 5 3. EQUALITY AND DIVERSITY STATISTICS 5 Age Profile 6 Gender Profile 7 Ethnicity Profile 7 Disability WORKFORCE INDICATORS Staff Turnover Sickness Absence 17 Bank and Agency Expenditure 19 Employee Relations STANDARDS FOR WORKFORCE ASSURANCE LEARNING AND DEVELOPMENT ACTIVITY SUMMARY AND CONCLUSION RECOMMENDATIONS 26 Appendix 1 Key Workforce Indicators Dashboard 27 Appendix 2 Mandatory Training Dashboard 29 September 20 Public Board - 4 -

5 1. INTRODUCTION 1.1 The purpose of this report is to present key information relating to the workforce of Somerset Partnership NHS Foundation Trust (the Trust) to provide assurance to the Board of effective monitoring and management of the workforce. 1.2 This workforce report includes a range of workforce statistics relating to the workforce profile, equality and diversity, training and development activity, performance statistics, and workforce indicators. 1.3 The report also includes benchmarking information where possible to allow an assessment of the Trust s performance in key areas against other similar organisations 2. WORKFORCE PROFILE 2.1 As at the end of Quarter 1, the Trust employed a total of 3,879 staff or 3,085 Whole Time Equivalents. An additional 629 staff held bank only contracts. 2.2 The number of staff is set out in Table 1. Table 1: Staff in Post Q2 (Jul Sep ) Q3 (Oct Dec ) Q4 (Jan Mar ) Q1 (Apr Jun ) Total Staff 4,390 4,389 4,401 4,508 Headcount 3,842 3,825 3,827 3,879 WTE 3,054 3,047 3,052 3,085 Bank EQUALITY AND DIVERSITY STATISTICS 3.1 This section provides a review of equality and diversity statistics, broken down by Age, Gender and Ethnicity. Age Profile 3.2 The age profile of all Trust staff as at 30 June 20 is detailed in Table 2. September 20 Public Board - 5 -

6 Table 2: Age Profile of All Staff March 20 March 20 June 20 Age Band Headcount Headcount Headcount <0.5% 10 <0.5% 22 <1% % % % % % % % % % % % % % 232 6% 243 6% % 73 2% 71 2% Over <0.5% 21 <1% 21 <1% Total % % % 3.3 The age profile shows that 56% of Trust staff fall within the age range. This trend is a feature across many parts of the NHS. The table below illustrates how our age profile compares to that of other local comparator Trusts. Dorset Healthcare NHS Foundation Trust is the most relevant comparison in terms of Trust type, as it is a combined Mental Health and Community Trust, of a similar size. Dorset has a very similar profile with 56% of staff in the age range. Benchmarking Data - Age Profile of neighbouring trusts NHS Organisation Avon & Wilts MH Trust Devon Partnership Foundation Trust Dorset County Foundation Trust Dorset Healthcare University Foundation Trust Somerset Partners Foundation Trust Taunton & Somerset Foundation Trust Under to to to to and over Total , ,740 4% 21% 24% 32% 17% 2% 100% ,305 4% 18% 23% 35% 19% 2% 100% ,630 5% 21% 24% 30% 18% 2% 100% ,250 1,875 1, ,470 4% 17% 23% 34% 20% 2% 100% , ,880 4% 16% 22% 35% 21% 3% 100% 345 1,045 1,005 1, ,260 8% 25% 24% 27% 16% 1% 100% September 20 Public Board - 6 -

7 NHS Organisation Yeovil District Foundation Trust Under to to to to and over Total ,075 8% 23% 25% 26% 16% 1% 100% The number of staff retiring and then returning to work has become an increasing feature of the modern workforce. In Quarter 1, 32 staff retired and then four returned to the Trust. This represents 12.5% or all retirees. Of that number 100% returned to their original role on reduced hours. The employment implications of having an older workforce are significant. Apart from the need to ensure that employment policy and practice support the needs of older workers, on which the Trust relies heavily, there is clearly the question of succession planning. Whilst it is vital that we retain the skills and experience of the existing workforce, there is a need to focus on attracting new staff to the NHS in general and Somerset Partnership in particular. The Trust s Recruitment and Retention Plan includes a number of measures to address this. The Trust has a well-developed apprenticeship scheme which encourages younger applicants to apply for administration opportunities within the Trust. Work is ongoing to apply this model to clinical posts, and create new career entry points. Gender Profile 3.4 The gender profile by pay band is provided in Table 3. As at 30 June 20, the Trust s workforce was 86% female. It should be noted that there are only two members of staff in the organisation who are at Band 9. Table 3: Gender profile by pay bands a 8b 8c 8d 9 M&D Other Male % 19% 8% % 6% 9% 12% 17% 30% 39% 28% 44% 50% 45% 54% Female % 81% 92% 86% 94% 91% 88% 83% 70% 61% 72% 56% 50% 55% 46% Total Ethnicity Profile 3.5 A review of the ethnicity profile shows that as at 30 June 20, 91.8% of the workforce identified themselves as being white. 5.3% of staff have chosen not to disclose or have not stated their ethnicity and 2.9% of staff (111 in number) are within an ethnic minority group. September 20 Public Board - 7 -

8 3.6 This is 0.9% above the ethnicity profile for Somerset which shows that 2% of the population is from an ethnic minority group. 3.7 Of those 111 staff within an ethnic minority group, 23% are of mixed race, 23% are black, 37% are Asian, 1% are Indian and 1% Chinese. A further % of those staff within an ethnic minority group have identified themselves as being from a group other than those listed. 3.8 The workforce composition (30 June 20) and demographics of Somerset (2011) by ethnicity is set out in Table 4. This demonstrates that the workforce continues to be broadly reflective of the community it serves. Table 4: Workforce Composition by Ethnicity Workforce composition by ethnicity Demographics of Somerset (2011 Census) Headcount % No of People % White 3, , Black , Indian , Mixed , Asian , Chinese , Other Undefined Total 3, , Table 5 illustrates how the Trust compares with other NHS organisations. It is noticeable that the percentage of the workforce reporting themselves as white is marginally less than Somerset Partnership at Taunton and Somerset, but 11% less at Yeovil. This may be a reflection of the composition of the local community and any overseas recruitment activity. September 20 Public Board - 8 -

9 Table 5: Comparison with Local Somerset Trusts Somerset Partnership Taunton and Somerset Yeovil District Headcount % Headcount % Headcount % White 3, , , Black Indian Mixed Asian Chinese Other Undefined Total 3, , , Note: Indian is not shown as a separate category on IVIEW 3.10 The number of starters and leavers by ethnicity over the last twelve months are provided in Tables 6 and 7. Table 6: Number of starters by ethnicity Starters Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun White Black Indian Mixed Asian Chinese Other Undefined Total Note The increase in starters in April relates to the TUPE of the dental staff from Dorset and IOW September 20 Public Board - 9 -

10 Table 7: Number of leavers by ethnicity Leavers Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun White Black Indian Mixed Asian Chinese Other Undefined Total The ethnicity of staff by pay band is provided in Table 8. Table 8: Ethnicity of staff and their respective pay bands Staff a 8b 8c 8d 9 M&D Other White Black Indian Mixed Asian Chinese Other Undefined Total Whilst staff from BME backgrounds are represented at Bands 8a and 8c, there are no BME staff at Band 8b, 8d or Band 9, although it is important to note that there are only two Band 9 posts in the Trust The number of staff promoted by ethnicity is set out in Table 9. September 20 Public Board

11 Table 9: Number of staff promoted by Ethnicity Promotions Q2 (Jul-Sep 20) Q3 (Oct-Dec 20) Q4 (Jan-Mar 20) Q1 (Apr-May 20) White Black Indian Mixed Asian Chinese Other Undefined The Trust has, as required, from 1 April 20, reported against the NHS England s Workforce Race Equality Standards (WRES.) There are nine key metrics in this standard which focus on the number of BME staff in senior posts, recruitment and the percentage of BME staff entering the disciplinary process. The other statistics involve comparisons between the responses of white and BME staff to five key questions in the staff survey relating to appraisal, training, bullying and harassment/abuse, career progression and discrimination. There is also a question relating to Board diversity. Unfortunately, the Trust was not able to report the comparisons between the answers to the staff survey questions. This was because the number of BME staff responses was very low, and the Trust s staff survey provider, Quality Health, would not release the information. (It is normal practice for the staff survey provider not to release information where the numbers are so low there is a fear that individuals could be identified). Only 257 staff in total completed the survey from the sample of 850 distributed. The information that was reported is shown below in Tables 10, 11 and 12. Table 10: Likelihood of being shortlisted Ethnicity Applications Shortlisted % White % BME % Undefined % Total % September 20 Public Board

12 It is clear from Table 10 that applicants from BME backgrounds are less likely to be shortlisted than their white counterparts. Work is ongoing to investigate this further, and to assess the impact of the electronic NHS Jobs system. Table 11: Ethnicity of staff and their respective pay bands Ethnicity Total Workforce 8a 8b 8c 8d 9 VSM White BME Other BME % 3% 4% 0% 4% 0% 0% 0% Table 12: Ethnicity of Trust Board Members Ethnicity CEO and Directors % White 12 92% BME 1 8% Total % Table 13: Grievance and Disciplinary by Ethnicity Q2 (Jul Sep 20 Q3 (Oct Dec 20) Q4 (Jan-Mar 20) Q1 (Apr- May 20) Disciplinary Grievance Disciplinary Grievance Disciplinary Grievance Disciplinary Grievance White Black 1 Indian 1 Mixed 1 1 Asian Chinese Other Undefined 3 September 20 Public Board

13 Disability 3. As at 30 June 20, there were 78 staff who have indicated that they have a disability. This represents a percentage of 2%. The Trust recognises that this figure is not representative of the actual number of staff with disabilities in the organisation. This data is captured on recruitment (although there will always be some individuals who choose not to disclose some or all of the diversity information requested.) It is also important to recognise that staff develop disabilities over time with no obligation to report them and that the definition of disability has also changed. The Trust does conduct data cleansing exercises to refresh the information held on the Electronic Staff Record (ESR) and will consider adding the information on disability to the next exercise. Local Trusts report varying levels of employees with disabilities as seen in the table below: NHS Organisation Staff with a disability Headcount % Avon & Wilts MH Trust 125 3, Devon Partnership Foundation Trust 100 2, Dorset County Foundation Trust 50 2, Dorset Healthcare University Foundation Trust 555 5, Somerset Partnership Foundation Trust 78 3, Taunton & Somerset Foundation Trust 50 4, Yeovil District Foundation Trust 125 3, Given the ageing workforce profile, and the likelihood that some older staff may develop long term conditions over time (which may constitute a disability) the Trust needs to review its support for all staff with disabilities to ensure that opportunities for employment are maximised for staff in all age groups The Trust continues to demonstrate its commitment to equality and meeting the needs of disabled employees through the following: signing up to the two tick scheme; signing up to the Mindful Employer Charter ; all job applicants who meet the person specification of a post may apply under the Guaranteed Interview Scheme; successful applicants are assessed by Occupational Health and September 20 Public Board

14 where practical and possible, adjustments to the workplace are made. Indicating its interest in maximizing opportunities for employing people with learning disabilities 4. WORKFORCE INDICATORS 4.1 This section includes indicators used in many organisations as measures of staff engagement and the effectiveness of human resource management. Turnover and Reasons for Leaving 4.2 The reasons for staff leaving the Trust are set out in Table. 4.3 Turnover has increased since July 20 by over 2%. This is partly a reflection of the overall employment market, which has recovered significantly over recent months with an associated decrease in unemployment. Clearly, for shortage professions such as nursing there are opportunities in a range of NHS and non NHS settings for existing staff. Table : Turnover Trend Turnover Rate % Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Total % Table : Reasons for Leaving in descending order Reasons For Leaving Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Total No of Leavers % Retirement - Age % Resignation - Other/Not known Resignation Relocation Resignation - Work Life Balance Resignation - Promotion % % % % Dismissal % Fixed Term Contract Retirement Vol Early % % September 20 Public Board - -

15 Reasons For Leaving Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Total Resignation - Lack of Opportunities % TUPE % Resignation - Better Reward Package Resignation - Health Resignation - Dependents % % % Redundancy <1% Death in Service 1 1 <1% Pregnancy 1 1 <1% Retirement ill health Resignation Education Resignation Incompatible/Work Relationships 1 1 <1% 1 1 <1% 1 1 <1% MARS 0 <1% 4.4 The largest number of leavers is accounted for by retirement. However, the second largest number falls into the not known category. This is a significant gap in the data and managers will be encouraged to ensure that the relevant field is completed on termination of employment documentation. The benchmarking data below shows how the Trust compares with other local Trusts. Benchmarking Turnover Data 4.5 The data below is produced from the HSCIS I-View system. The data is updated monthly and made available seven to eight weeks after the end of the month (i.e. two months behind the live Electronic Staff Record (ESR)); and 11 to 12 weeks later for Sickness Absence. The data below is for the period ending June The turnover figure in I-View is calculated differently from ESR but can still be used for a comparison with neighbouring NHS Organisations. In IVIEW the turnover is calculated using the headcount at the end of the period. In ESR it is calculated on an average headcount over the three or 12 month period. The IVIEW turnover for Somerset Partnership is therefore reported as lower due to the increase in headcount as a result of the Dental TUPE in April 20. September 20 Public Board - -

16 Table 16: Turnover Comparison NHS Organisation Headcount Turnover 12 Months Avon & Wilts MH Trust 3, % Devon Partnership Foundation Trust 2, % Dorset County Foundation Trust 2,630.76% Dorset Healthcare University Foundation Trust 5, % Somerset Partnership Foundation Trust 3, % Taunton & Somerset Foundation Trust 4,260.69% Yeovil District Foundation Trust 2,075.72% Table 17: Turnover By Staff Group Staff Group March 20 March 20 June 20 Add Prof Scientific and Technic 16.11% 11.86% 13.47% Additional Clinical Services 10.44% 13.% 11.71% Administrative and Clerical 10.46%.43%.67% Allied Health Professionals.20% 16.05% 16.96% Estates and Ancillary 10.37%.24% 13.46% Medical and Dental.53% 9.90% 11.82% Nursing and Midwifery Registered 11.44%.13%.88% Students 24.62% 23.08% 29.17% Somerset Partnership 11.90%.20%.45% 4.7 Since March 20 turnover has increased across all staff groups with the exception of Additional Clinical Services and Estates and Ancillary. Table 18: Turnover by Division / Directorate Division/Directorate Head count March 20 March 20 June 20 Adult MH, Inpatients and Assessment Division %.08% 13.96% Bridgwater and North Sedgemoor Division % 13.69% 13.42% Chief Executive Directorate % 0.00% 0.00% Children and Young People's Division % 10.73% 13.84% Corporate Governance Directorate % 17.02% 17.02% Finance Information & Performance Directorate % 19.57% 18.48% HR & Workforce Directorate %.43% 20.00% September 20 Public Board

17 Division/Directorate Head count March 20 March 20 June 20 Medical Directorate 74.86% 6.76% 10.39% Mental Health Specialist % 20.41% 19.61% Mendip Division %.69% 13.95% Nursing Directorate % 18.75% 18.75% Senior Operational Management Directorate % 12.70% 20.33% South Somerset Division % 17.51% 16.33% Taunton Division % 12.11% 13.19% Somerset Partnership %.20%.45% Note: The headcount in table above does not include the Maternity Reserves Team or Junior Doctors who are excluded from the turnover calculations. The turnover figures reported in this chart reflect a rolling 12 month period. Sickness Absence 4.8 Sickness absence for the period 1 April 20 to 30 June 20 was 4.5%. Table 19: Absence Statistics Q2 (Jul-Sep ) Q3 (Oct-Dec ) Q4 (Jan-Mar ) Q1 (Apr-Jun ) Sickness % 4.8% 5.0% 5.0% 4.5% Number of FTE days lost from sickness absence Number of FTE days lost due to stress/anxiety Number of referrals to Occupational Health 13,266 13,642 13,547 12,008 3,580 3,719 3,0 3, It can be seen from Table 17 that for the number of sickness days lost due to stress/anxiety reduced in Quarter 4, and has there has been a further minor reduction in Quarter 1. The overall sickness rate is lower than in Quarters 3 and 4 of the previous year. This is partly attributed to the recent focus on supporting staff on long term sick leave to return to work with appropriate support. September 20 Public Board

18 Benchmarking Sickness Data 4.10 The data below is produced from the HSCIS I-View system. The data is updated monthly and made available in iview seven to eight weeks after the end of the month (i.e. 2 months behind live ESR); 11 to 12 weeks later for Sickness Absence. The data below is for the month of May 20 NHS Organisation Absence Rate FTE Days Available FTE Days Sick Avon & Wilts MH Trust 4.47% 99,650 4,460 Devon Partnership Foundation Trust 4.51% 62,610 2,820 Dorset County Foundation Trust 3.20% 69,0 2,210 Dorset Healthcare University Foundation Trust 4.35% 136,800 5,950 Somerset Partnership Foundation Trust 4.45% 95,025 4,225 Taunton & Somerset Foundation Trust 3.38% 110,0 3,720 Yeovil District Foundation Trust 2.92% 54,265 1, The Trust s sickness absence rate is comparable with that of other local Mental Health Trusts, but higher than local Acute Trusts. The Trust will identify any other approaches being used by these Trusts which may be appropriate for Somerset Partnership The main causes of sickness absence are shown in the Chart below. Chart 1: Reasons for Absence September 20 Public Board

19 4.13 Table 20 provides sickness data by Division/Directorate and shows the trend over the last two quarters. Table 20: Sickness by Division/Directorate Absence Summary Qtr 3 Qtr 4 Qtr 1 Division/Directorate Headcount % Abs Rate (FTE) % Abs Rate (FTE) % Abs Rate (FTE Somerset Partnership NHS Foundation Trust % 4.97% 4.50% Chief Executive Directorate % 0.00% 0.00% Senior Operational Management Directorate % 2.67% 0.04% Medical Directorate % 1.35% 0.47% Mental Health Specialist Services % 3.08% 1.70% Nursing Directorate % 3.06% 1.94% Finance Information & Performance Directorate % 1.27% 2.09% Children and Young People's Division % 3.72% 3.02% Bridgwater and North Sedgemoor Division % 5.13% 4.65% Taunton Division % 5.02% 4.79% Mendip Division % 5.20% 4.87% HR & Workforce Directorate % 2.% 5.42% South Somerset Division % 6.78% 5.69% Adult MH, Inpatients and Assessment Division % 5.75% 5.73% Corporate Governance Directorate % 9.67% 6.45% Note: The headcount in the table above does not includes the Maternity Reserves Team Bank and Agency Expenditure 4. Bank and Agency Expenditure is detailed in Table 21 below. September 20 Public Board

20 Table 21: Bank and Agency Expenditure Division Departments Agency Bank Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Adult MH, Inpatient and Assessment Bridgwater and North Sedgemoor Adult MH Crisis ,805 8,073 8,496 4,328 Inpatient Wards 101, , , ,628 43,344 47, , ,703 Adult MH ,318 10,136,312,211 Community Hospitals 13,748 59,932 67, ,065 79,720 70,170 82, ,241 Dental Services 2, ,354 5,471 4, District Nursing ,698 23,070 33,565 28,411 Independent Living 28,2,446 13,482 2,773 11, ,458 3 MIU 196,625 50,545 12,650 29,764 6,498 7,487 6,891 10,354 Other , ,674 (7,929) Children and Young People CAMHS 65,904 51, , ,437 5,383 (1,380) (3,191) 12,537 CASH , Health Visiting ,765,789 19,092 19,067 Integrated Lifestyles Paediatric Therapies Looked After Children 5,529 6,881 1, , ,083 4, ,411 8,446 11,452 6, School Nursing ,339 1,585 Other , Mendip Adult MH ,456 10,724 8,630 13,235 10,106 Community Hospitals 125,791 77,1 278, ,958 98, , ,241 District Nursing ,3,557 25,334 6,253 Podiatry ,237 2,4,804 20,311 6,489 Independent Living 20,4 11,039 4,021 22, ,051 6,436 5,783 Other 0 0 9,792 9,254 26,661 19,3 21,820 3,905 South Somerset Adult MH ,719 5,358 5,665 6,231 3,544 Community Hospitals 2,041 1, , ,8 133,617 1, , ,223 September 20 Public Board

21 Division Departments Agency Bank Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 District Nursing ,075 47,476 40,758 40,358 Independent Living 11, ,782 26,720 4,405 6,594 6,869 7,125 MH Inpatients 27,744 30,782 23,563 35,622 3,179 6,549 20,482 30,190 Learning Disabilities Speech and Language (690) 3,310 6,621, , , , Other , ,800 (8,727) Taunton and West Somerset Adult MH ,210 (18,837),646 10,509 Community Hospitals Community Matrons 25,483 23,9 137,284 72, ,367 77, , , (1,847) 0 District Nursing ,370 71,611 70,290 69,713 Independent Living,731 (6,081) ,103 (9,319) 17,332 18,213 MH Inpatients 202,165 78, , ,874 34,425 37,406 42,489 Musculoskeletal ,265 7,325 3,340 1,891 16,700 Psychological Therapies 80 6,033 7,885 9,296 3,954 5,005 (1,511) 1,857 Talking Therapies 0 1,320 53,118 40,797 4,570 2, Other ,543 1,212 6,260 (4,717) Central Services Administration Corporate Governance Human Resources Finance/ Information ,367 28,400 29,421 8,500 23,205 2,912 18, , ,653 54,634 71,796 4,030 11,872 10,727 21,607 13,412 Other , Nursing and Patient Safety ,104 Senior Operational Management 0 (0) 0 5,0 (11,942) 22,285 40,138 1,520 Medical Services 211, ,755 9, , Forensic Liaison Team 0 1, Total 1,239,244 1,018,900 1,789,101 2,120, , ,434 1,124,353 1,126,039 September 20 Public Board

22 There is considerable focus on the bank and agency spend and various measures have been put in place to support a reduction in spend. These include increasing the numbers on the nurse bank and a proposal to recruit a Health Care Assistant relief team to work flexibly across the county. Employee Relations 4. During the period 1 April 20 to 30 June 20 three members of staff remained suspended from work for more than days. One of these staff was dismissed on 19 August 20. One member of staff was dismissed on 28 April 20 but after appeal, was reinstated on 18 August 20. Table 22: Suspensions Alleged Reason Professional misconduct Professional misconduct Suspension Start Date.04. Suspension Finish Date Ongoing Bullying/Harassment Action Referred to NCAS and GMC Dismissed but after appeal was reinstated on 18 August 20 Dismissed Grievance hearings in Quarter The following table provides information of grievance hearings by type over the last 12 months. Q2 (Jul-Sep 20) Q3 (Oct-Dec 20) Q4 (Jan-Mar 20) Q1 (Apr-Jun 20) Bullying and Harassment Concerns regarding management Stress Contractual Collective grievance re management response Employment Tribunal Claims 4.17 There were two Employment Tribunal claims brought within the period 1 April 20 to 30 June 20. Concerns Raised under the Whistle-blowing Policy 4.18 There were no concerns raised under this policy during the period 1 April 20 to 30 June September 20 Public Board

23 Table 23: Concerns raised under the Whistle-blowing Policy Q2 (Jul Sep ) Q3 (Oct Dec ) Q4 (Jan Mar ) Q1 (Apr Jun ) Settlement Agreements 4.19 There were no Settlement Agreements agreed during the period 1 April 20 to 30 June 20. Equal Pay Claims 4.20 There were no Equal Pay Claims brought against the Trust during the period 1 April 20 to 30 June STANDARDS FOR WORKFORCE ASSURANCE 5.1 An assessment against key standards for workforce assurance showed the following. Professional Registration 5.2 As at 30 June 20, of those staff that require professional registration in order to undertake their role, 100% of new staff continue to have had their professional registration checked. Reference Checks 5.3 As at 30 June 20, of those staff requiring reference checks, 100% of all new staff continue to have references checked as part of the recruitment process. Disclosure and Barring Service 5.4 The Disclosure and Barring Service has replaced the Criminal Records Bureau and Independent Safeguarding Authority. As at 30 June 20 for those staff who work with, or have access to children or vulnerable adults and other staffing groups who are required to have a DBS check, all new staff continue to have checks as part of the recruitment process. 6. LEARNING AND DEVELOPMENT 6.1 The implementation of the new Learning Management System led to a temporary period when it was not possible to report on mandatory training. Some reductions in mandatory training compliance have occurred over this period.the Mandatory Training Dashboard (Appendix 2) shows the overall compliance position has dropped to 89% in June 20. There are nine areas below 90% detailed in the following sections. September 20 Public Board

24 6.2 Infection Control remains at 89% in June 20. New e-learning and Test Your Knowledge modules have been developed in order to increase the availability of this training to staff. 6.3 Immediate Life Support has dropped from 81% to 79%in June 20. All non-attenders at training are being followed up by Learning and Development Business Partners with Managers and Heads of Division. 6.4 Basic Life Support training has risen from 88% to 89% in June 20. Additional sessions have been organised to meet demand, and action to ensure that capacity within existing courses is fully utilised, Learning and Development Business Partners are following up nonattendance and continue to work with divisional managers to maximize take-up of courses. 6.5 PMVA Module 2 has risen from 88% to 89% in June 20. Action has been taken to ensure that all staff are aware of their mandatory training requirements in relation to PMVA modules and Business Partners and the PMVA instructors are following up with appropriate line managers. 6.6 Moving and Handling Level 2 (Patient Handling) has fallen from 89% to 85% in June 20. Training is delivered in local areas, usually in hospital sites and an analysis of training need has targeted areas where this programme is urgently required. Long term sickness within the training team has had an impact on delivery of training in this area, but action has been taken to train more moving and handling trainers to cover this shortfall. 6.7 Consent training has fallen from 90% to 87% in June 20. A new e-l earning package has been developed and promoted in order to improve training compliance in this area. 6.8 Training in Safeguarding Children level 3 has fallen from 95% to 88% and action has been taken to ensure increased delivery of this module to staff. 6.9 Fire training compliance has dropped from 90% to 83% in June 20. Measures have been taken to increase take-up of training in fire safety following the appointment of an in-house fire safety trainer, who will be targeting areas where compliance is low Information Governance compliance has fallen from 89% to 87% and a programme of face to face courses will be delivered in order to address this shortfall. An e learning package has also been developed to improve access to this training. September 20 Public Board

25 6.11 The numbers of staff who have signed up for NVQ/QCF programmes this financial year to the end of June 20 are included in the following Table: Currently studying: Summary Level 2 Housekeeping 2 Level 3 Housekeeping 0 Level 2 Health and Social Care 2 Level 3 Health and Social Care 3 Level 2 Business Admin. 1 Level 3 Business Admin. 3 Level 3 Customer Services 0 Level 3 Management 0 TOTAL The Trust has also appointed six apprentices working in Business Administration, Communications and IT roles throughout the organisation, providing the opportunity to develop their skills in a range of roles whilst studying through a formal apprenticeship framework Eight Health Care Assistants working in the District Nursing service are continuing to follow a Level 5 Higher Apprenticeship in Health (Assistant Practitioner) at Bridgwater College. A second cohort of eight staff from the District Nursing Service has recently begun the programme and a further cohort of twelve staff has been selected from Stroke and ILT services. Plans are in place to extend the opportunity to the school nursing service in June Internal Coaches As part of the investment in the Leadership Strategy for 20, a series of CPD events for the Trust s internal coaches have commenced and Coaching Supervision is being delivered to coaches. 6. Further cohorts to develop new coaches are being run and guidance for coaches and coachees have been developed. Coaching will be promoted through What s On. Leadership 6.16 The Coach to Lead Programme commenced in January 20 with the Executive Team. Seven cascade trainers have been trained to deliver the programme and four cohorts have now commenced the training. One of the key elements of the programme is in developing leaders to listen to understand and to use coaching styles in their conversations with staff 6.17 Both the Leadership learning sets and Coach to Lead Programme have received very positive feedback from managers and an evaluation of the programmes will be done in September 20. September 20 Public Board

26 Other Developments 6.18 A new Learning Management System was implemented in April 20. This enables better access to e-learning, automated booking of courses and enhanced real-time reporting for managers. E-learning is easier to locate and complete on this system, which is cloud based and therefore can be accessed from any computer. Take up of the system has been encouraging and feedback suggests that staff are finding the system easier to use and that e-learning is easier to complete. Approximately 3000 staff have registered to use the system. 7. SUMMARY AND CONCLUSION 7.1 This Quarterly Human Resources Report provides information which enables the Board to monitor key workforce indicators and provide the opportunity to seek further assurances where appropriate. 8. RECOMMENDATIONS 8.1 The Board is asked to discuss the report and suggest future amendments or additions to ensure relevant and meaningful information is presented. INTERIM DIRECTOR OF HUMAN RESOURCES AND WORKFORCE DEVELOPMENT September 20 Public Board

27 INTEGRATED DASHBOARD TREND MANDATORY TRAINING APPENDIX 1 Mandatory Training Threshold (amended July 2013) Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun >90% = Green %-90% = Amber <85% = Red Basic Life Support 91% 92% 90% 88% 87% 90% 91% 89% 88% 88% 88% Clinical Risk Assessment 88% 87% 85% 84% 84% 83% 82% 88% 88% 89% 90% 92% Consent 90% 91% 92% 92% 92% 91% 92% 93% 92% 91% 90% 87% Equality & Diversity 97% 97% 97% 97% 98% 98% 98% 98% 98% 99% 98% 98% Fire Training 95% 93% 93% 93% 92% 93% 93% 91% 90% 90% 90% 83% Immediate Life Support 82% 84% 83% 82% 82% 83% 80% 80% 84% 80% 81% 79% Infection Control 95% 93% 93% 92% 91% 92% 92% 91% 90% 90% 89% 89% Information Governance 95% 93% 92% 90% 91% 91% 91% 89% 90% 90% 89% 87% Moving & Handling Level 1 97% 97% 97% 97% 97% 97% 97% 97% 96% 96% 95% 90% Moving & Handling Level 2 91% 92% 92% 94% 93% 94% 94% 93% 91% 90% 89% 85% PMVA Module 1/Conflict Resolution 94% 95% 95% 95% 95% 95% 96% 95% 94% 95% 94% 91% PMVA Module 2 94% 93% 91% 93% 94% 94% 92% 90% 88% 88% 88% 89% PMVA Module 3 96% 96% 99% 96% 94% 93% 93% 96% 97% 93% 91% 100% PMVA Module 4 94% 96% 97% 97% 97% 95% 96% 95% 96% 96% 94% 93% Safeguarding Adults Level A 90% 91% 91% 91% 92% 92% 92% 94% 93% 92% 92% 90% Safeguarding Children Level 1 96% 95% 95% 95% 95% 96% 96% 96% 96% 95% 95% 92% Safeguarding Children Level 2 92% 94% 95% 94% 96% 94% 95% 95% 91% 92% 93% 91% Safeguarding Children Level 3 87% 88% 87% 83% 82% 90% 93% 95% 95% 97% 95% 88% TOTAL 94% 94% 93% 93% 93% 93% 94% 93% 93% 92% 92% 89% NO FIGURES AVAILABLE NO FIGURES AVAILABLE NO FIGURES AVAILABLE 89% September 20 Public Board

28 September 20 Public Board

29 APPENDIX 2 I September 20 Public Board

30 September 20 Public Board

31 Links to Strategic Themes: Identify to which of the Somerset Partnership NHS Foundation Trust strategic themes this report relates by including a cross behind the relevant theme(s) Quality and Safety X Innovation Viability and Growth Integration Service Delivery X Culture and People X Links to the Assurance Framework: Links to the NHS Constitution and Trust Values: Links to CQC Domains: Identify to which risks of the Assurance Framework this report relates the report links to all risks on the Assurance Framework Identify the Values to which the issues raised in this report relate by including a cross behind the relevant value(s) Working together for patients X Compassion X Respect and dignity X Improving lives X Commitment to quality of care X Everyone counts Identify which of the CQC domains are covered by this report by including a cross behind the relevant domain(s) X Is it safe? X Is it caring? X Is it well-led? X Is it effective? X Is it responsive to people s needs? Legal or statutory implications/ requirements: Public/Staff Involvement History: Previous Consideration: no new national, regulatory and/or mandatory guidance which has an impact on the activity reported has been identified. staff have not been involved but workforce information is also presented to the Workforce Governance Group. the report is part of a quarterly Board reporting cycle. September 20 Public Board