Betsi Cadwaladr University Health Board Summary …Add Prof Scientific and Technical 581.93 711...

Workforce & Organisational Development 1

Betsi Cadwaladr University Health Board Board Paper 23.6.11 Item 11/045.1

Subject: Workforce & Organisational Development Report Summary or Issues of Significance

Situation: The paper is structured in 4 Sections Section 1 Organisational Dashboard Section 2 BCUHB staffing indicators including:

• Staff in Post and trends • Sickness Absence • Turnover • Knowledge and Skills • Employment Data • Occupational Health

Section 3 The format of this report follows the three

portfolios of Workforce and Organisational Development activity as set out in the BCUHB structure paper

Section 4 Appendix 1 - The job roles in each staff group category

Strategic Theme / Priority addressed by this paper

Making it safe / better / sound / work / happen

Legislation or Healthcare Standard:

10, 20, 21, 22, 23, 32

Evidence base or other relevant information to inform decision (e.g risks)

N/A

Consultation with others:

Members of Workforce & Organisational Development


Equality Impact Assessment (EqIA)

To ensure that this work is carried out in a way that promotes human rights and is aligned to the equality duties the principles of equality impact assessment will inform decision making. EqIA is applied to policy/ project/ strategy development referred to in this report. All engagement and consultation activity is inclusive and evidences involvement with people that represent the interests of individuals who share one or more of the protected characteristics where relevant. Specific activity that has high relevance to meeting the equality duties and advancing equality in this report includes:

• Actions to strengthen data gathering to improve staff equality monitoring profile and analysis

• Engaging the Workforce – Determining our Values • Meeting with The Valleys Regional Equality Council

(VALREC) • Public consultation on a draft Order detailing the proposed

exceptions to the age discrimination ban in services • Identification of priorities to inform the All Wales equality

agenda • Attendance at the Disability-related Harassment Inquiry

Panel • Design of Equalities e-learning programme Pilot for NHS

Wales • Development of strategy to meet the needs of Deaf Service

users • Strengthening the requirement for assurance that corporate

committees are discharging their responsibilities • Building capacity for Equality Impact Assessment • EqIA of workforce polices and procedures

EqIA of service redesign /service change Recommendations:

The Board are asked to consider the Workforce and Organisational Development Report.

Author(s) Mr Richard Tompkins – Assistant Director of Workforce & OD

(Workforce Development & Service Improvement) Presented by Mr Martin Jones – Executive Director of Workforce & OD Date of report 23rd May 2011 Date of meeting 15th June 2011

BCUHB Coversheet v3.3 Disclosure: Betsi Cadwaladr University Health Board is the operational name of Betsi Cadwaladr University Local Health Board


Staff in Post as at 30 April 2011 FTE (Contracted)

Assignment Count

BCUHB Grand Total 13908.11 16663

BCUHB AOF 3% Shift

in Skill Mix

Bands 1 to 4 FTE 1 Apr 10

Bands 5 & above FTE

1 Apr 10

Target FTE Increase

Bands 1 to 4 by Mar

12

Target FTE Reduction Bands 5 & above by

Mar 12

Bands 1 to 4 Change

in FTE Apr 10 to date

Bands 5 & above

Change in FTE Apr 10

to date

BCUHB Total

5674.60

8093.40

623.96

377.84

-175.50

-159.10

BCUHB Starters & Leavers by CPG/Corporate Function Starters FTE Leavers

FTE Starters V Leavers

April 2011

32.87

76.32

-43.46

Medical Staff in post as at 30 April 2011 FTE (Contracted)

Assignment Count

BCUHB Grand Total 1128.66 1252

Sickness Absence BCUHB Target 4.55%

April 2011

Absence (FTE)

Available (FTE)

% Absence Rate

Absence (Calendar

Days)

No Of Episodes

Estimated Cost

20693.45 412469.51 5.02% 24433 2218 £1,669,184

Overtime expenditure as a % staff costs – Overtime

Expenditure £’000

Total Staff Cost £,000 % of Staff Costs

March 2011 292 48,745 .56%

April 2011 335 46,851 .72%

Agency /locum spend (amount spent on agency/locum staff as a % of total staffing cost)

Agency Spend £’000

Total Staff Cost £’000

% of Staff Costs Target

March 2011 1792 48,745 3.69% 0.80%

April 2011 1292 46,851 2.76% 0.80%

EMPLOYEE PROFILE

EFFICIENCIES

EMPLOYMENT

Section 1 – BCUHB ORGANISATIONAL DASHBOARD – April 2011


1.1 Staff in Post by Staff Group – 30 April 2011 The table below outlines the current directly employed Full Time Equivalent (FTE) and Headcount figures for BCUHB staff as at 30 April 2011 (Source: ESR).

Staff in Post by Staff Group as at 28 April 2011 FTE (Contracted)

Assignment Count

Add Prof Scientific and Technical 581.93 711 Additional Clinical Services 2445.25 2965 Administrative and Clerical 2538.94 3048 Allied Health Professionals 833.23 1008 Estates and Ancillary 1357.64 1749 Healthcare Scientists 253.65 276 Medical and Dental 1128.66 1252 Nursing and Midwifery Registered 4754.8 5640 Students 14 14 BCU Grand Total 13908.11 16663

The following pie chart outlines the percentage distribution of staff by staff group.

1. EMPLOYEE PROFILE

Section 2 – Core Staffing Indicators for BCUHB


Key Messages: • BCUHB employs 16,663 staff, equivalent to 13,908.10 FTE. • NHS Wales employs 4.6% of the working age population of Wales.

1.2 Total Paybill by Staff Group The following pie chart outlines the percentage total paybill by staff group for April 2011.

Key Messages: o As can be seen from the pie chart above Nursing & Midwifery registered staff account for

34% of staff in post and 24% of the pay bill. Medical & Dental staff account for 8% of BCUHB workforce and 30% of total paybill expenditure.

1.3 Staff in Post by Staff Group and Pay Band as at April 2011 1.3.1 Additional Professional, Scientific and Technical

April FTE %age Band 1 Band 2 14.21 2.44%

Band 3 46.62 8.01% Band 4 41.76 7.18% Band 5 147.31 25.31% Band 6 84.70 14.55% Band 7 71.35 12.26% Band 8a 82.16 14.12% Band 8b 48.15 8.27% Band 8c 28.83 4.95% Band 8d 10.74 1.85% Band 9 4.20 0.72% Non AfC 1.90 0.33% Total 581.93


1.3.2 Additional Clinical Services

April FTE %age Band 1 1.93 0.08% Band 2 1020.33 41.73% Band 3 1056.00 43.19% Band 4 263.96 10.79% Band 5 46.54 1.90% Band 6 37.98 1.55% Band 7 Band 8a Band 8b Band 8c Band 8d Band 9 Non AfC 18.51 0.76% Total 2445.25

1.3.3 Administrative and Clerical

April FTE %age Band 1 3.14 0.12% Band 2 597.67 23.54% Band 3 489.68 19.29% Band 4 662.86 26.11% Band 5 245.72 9.68% Band 6 181.35 7.14% Band 7 131.77 5.19% Band 8a 76.05 3.00% Band 8b 35.80 1.41% Band 8c 41.31 1.63% Band 8d 28.87 1.14% Band 9 Non AfC 44.72 1.76% Total 2538.94

1.3.4 Allied Health Professionals


April FTE %age Band 1 Band 2 Band 3 Band 4 Band 5 152.71 18.33% Band 6 338.46 40.62% Band 7 250.10 30.02% Band 8a 62.24 7.47% Band 8b 19.75 2.37% Band 8c 9.77 1.17% Band 8d Band 9 Non AfC 0.19 0.02% Total 833.23

1.3.5 Estates and Ancillary

April FTE %age Band 1 191.69 14.12% Band 2 793.68 58.46% Band 3 175.21 12.91% Band 4 109.97 8.10% Band 5 43.43 3.20% Band 6 18.80 1.38% Band 7 15.00 1.10% Band 8a 1.00 0.07% Band 8b Band 8c Band 8d Band 9 Non AfC 8.86 0.65% Total 1357.64

1.3.6 Healthcare Scientists

April FTE %age

Band 1 Band 2 Band 3 Band 4 Band 5 50.23 19.80% Band 6 88.80 35.01% Band 7 64.50 25.43% Band 8a 16.65 6.56% Band 8b 16.92 6.67% Band 8c 8.56 3.37% Band 8d 2.00 0.79% Band 9 6.00 2.37% Non AfC Total 253.65

1.3.7 Medical and Dental


April FTE %age Consultant 440.59 39.04% Associate Specialist 81.03 7.18% Clinical Assistant 10.54 0.93% Hospital Practitioner 0.81 0.07% Specialty Doctor/Staff Grade/Trust Grade 97.10 8.60% Specialty Registrar 299.50 26.54% Foundation Yr 1 / Yr 2 132.00 11.70% SHO / House Officer 28.00 2.48% Other Medical 9.62 0.85% Dentist 29.47 2.61% Total 1128.66

1.3.8 Nursing and Midwifery Registered

April FTE %age Band 1 Band 2 Band 3 Band 4 Band 5 2322.61 48.85% Band 6 1424.98 29.97% Band 7 838.00 17.62% Band 8a 116.07 2.44% Band 8b 32.80 0.69% Band 8c 5.00 0.11% Band 8d 10.00 0.21% Band 9 Non AfC 5.33 0.11% Total 4754.80

1.3.9 Students

April FTE %age Band 5 12.00 85.71% Non AfC 2.00 14.29% Total 14.00


Key Messages: • 51% of the workforce are band 5 – band 9. • 41% of the workforce are band 1 – band 4. • 8% of the workforce are medical and Dental staff. • The above staff groups now include non AfC groups, which were not previously

reported. ESR data is continuing to be developed to ensure that BCUHB and NHS Wales are able to access accurate and robust data.

• There has been an slight increase to Administrative and Clerical, Allied Health Professionals, and Nursing and Midwifery Registered staff groups this is attributed to the inclusion of Non AfC FTE’s, however there has been a decrease in FTE figures in the other areas despite this.

• FTE reported in April 2010 was 14182.42 and a reported Headcount 16648. 2.1 Sickness Absence 2.1.1 The graph below summarises the average sickness absence rate for April 2011 by CPG.

2.1.2 Sickness Data by CPG / Corporate Function

CPG / Corporate Function For April 2011

Absence (FTE)

Available (FTE)

% Absence Rate

Absence (Calendar

Days)

No Of Episodes

Estimated Cost

Anaesthetics & Critical Care CPG 672.44 12102.38 5.56% 763 68 £70,681

Cancer & Specialist Palliative Medicine CPG 443.69 9319.11 4.76% 481 44 £48,441

Children & Young People CPG 1265.84 28604.91 4.43% 1546 159 £123,705

Community & Specialist Medicine CPG 5686.92 94463.51 6.02% 6808 591 £427,917

Emergency & Specialist Surgery CPG 2969.91 58862.67 5.05% 3340 318 £261,252

Mental Health & Learning Disabilities CPG 2865.84 51019.90 5.62% 3102 256 £232,889

Pathology CPG 321.52 9635.48 3.34% 394 36 £28,205

2 EFFICIENCIES


Pharmacy & Medicines Management CPG 343.72 8924.27 3.85% 407 51 £22,758

Radiology CPG 375.57 9558.87 3.93% 453 38 £43,769

Therapies & Clinical Support CPG 1148.41 31569.11 3.64% 1390 136 £103,214

Women & Maternal Care CPG 659.41 16733.71 3.94% 834 78 £58,302

Chief Executive 0.00 219.00 0.00% 0 0 £0

Executive Medical Director 448.73 11613.70 3.86% 540 57 £29,787

Finance 200.10 7464.63 2.68% 224 22 £15,764

Governance & Communications 99.35 1808.56 5.49% 100 13 £10,022

Improvement & Business Support 83.53 2566.37 3.25% 92 8 £4,564

Nursing, Midwifery and Patient Services 2229.00 35882.10 6.21% 2985 251 £117,195

Planning 346.65 7892.69 4.39% 355 34 £23,279

Primary Care Executive 211.04 6951.06 3.04% 259 19 £22,633

Therapies Executive 3.07 627.37 0.49% 4 2 £219

Workforce & Organisational Development 264.73 4362.26 6.07% 302 30 £21,493

Hosted Services 24.00 1520.18 1.58% 24 6 £1,533

Balance Sheet & Recharge 30.00 767.67 3.91% 30 1 £1,563

2.1.3 The graph below summarises the monthly sickness absence rates for BCUHB .

2.1.4 Monthly Sickness Absence Rates for BCUHB tabl e.

Month Absence (FTE)

Available (FTE)

% Absence Rate

Absence (Calendar

Days)

No Of Episodes

Estimated Cost

2010 04 18215.48 421206.61 4.32% 21720 2398 £1,409,582

2010 05 18963.65 434597.87 4.36% 22685 2356 £1,458,703

2010 06 18409.77 419891.85 4.38% 22028 2429 £1,399,737

2010 07 19089.59 434376.91 4.39% 22878 2374 £1,460,612

2010 08 18408.58 434137.36 4.24% 22209 2210 £1,441,618

2010 09 19181.97 419289.56 4.57% 23051 2641 £1,526,173

2010 10 20072.60 432146.90 4.64% 23891 2830 £1,599,444

2010 11 18879.64 417952.03 4.52% 22441 2807 £1,546,717

2010 12 21526.63 431271.35 4.99% 25487 3343 £1,753,303

2011 01 21856.09 429222.46 5.09% 25793 3080 £1,755,623

2011 02 17485.33 387490.45 4.51% 20622 2391 £1,389,310

2011 03 20593.88 428900.85 4.80% 24083 2665 £1,665,715

2011 04 20693.45 412469.51 5.02% 24433 2218 £1,669,184


2.1.5 Sickness Absence April 2011 by Staff Grou p

2.1.6 Sickness Absence Data April 2011 by Pay Band

Key Messages:

• The management of sickness absence remains high profile. March 2011 cumulative percentage figure was 4.61% which is .05% above the All Wales target of 4.55%.

• The aim is to reduce the sickness % below the All Wales figure and ESR data is being utilised to identify areas of concern which includes long term sickness.

• Nationally, new sickness codes have been introduced into ESR and processes have been introduced throughout the Organisation to capture more meaningful information in line with WAG requirements.

• Sickness audits are being carried out, in hot spot areas, across the Organisation to identify areas of concern and any training needs.

2.2 Agency Locum Spend

Agency Expenditure as %age of Total Expenditure

BCUHB Agency Expenditure by CPG / Corporate Function

Cumulative Apr 10 to

Mar 11

April 2011

Cumulative Cost of Agency Expenditure Over Target

Apr 11

Anaesthetics & Critical Care 5.12% 5.93% £118,118


Cancer & Specialist Palliative 1.75% 0.56% Children & Young People 0.20% 0.00% Community & Specialist 3.90% 4.00% £359,342 Emergency & Specialist Surgery 6.55% 6.84% £470,705 Mental Health & LDS 1.03% 1.34% £29,693 Pathology 0.00% 0.00% Pharmacy & Medicines Mgt 0.00% 0.00% Radiology 0.21% -0.20% Therapies & Clinical Support 0.25% 0.15% Women & Maternal Care 5.09% 3.93% £69,291 Corporate Depts 0.31% 0.06%

BCUHB Total 2.73% 2.76%

Agency Spend £’000

Total Staff Cost £’000

% of Staff Costs Target Agency /locum spend (amount

spent on agency/locum staff as a % of total staffing cost – April 2011 1292 46,851 2.76% 0.80%

Key Message: • Five CPG’s are over the target, with an additional expenditure of £1,047,149.

2.3 Overtime Expenditure

Overtime Expenditure as a %age of Total Expenditure

BCUHB Overtime Expenditure by

CPG / Corporate Function Cumulative Apr 10 to Mar 11

April 2011

Anaesthetics & Critical Care 0.62% 0.82% Cancer & Specialist Palliative Medicine 0.08% 0.20% Children & Young People 0.18% 0.32% Community & Specialist Medicine 0.57% 0.85% Emergency & Specialist Surgery 0.71% 1.06% Mental Health & Learning Disabilities 0.25% 0.30% Pathology 0.09% 0.10% Pharmacy & Medicines Management 0.50% 0.05% Radiology 0.77% 0.44% Therapies & Clinical Support 0.17% 0.17% Women & Maternal Care 0.28% 0.27% Corporate Depts 0.96% 1.39%

BCUHB Total 0.55% 0.72%

Overtime Expenditure

£,000 Total Staff Cost

£’000 % of Staff Costs Overtime expenditure as a % staff costs – April 2011

335 46,851 0.72%

Key Message:

• Overtime has increased by £62,000 in April compared to February’s expenditure. 3 EMPLOYMENT


3.1 Starters & Leavers FTE - 1 st April to 30 th April 2011 by Staff Group

Starters Leavers

Staff Group FTE Assignmen

t Count FTE Assignment Count

Starters v’s Leavers FTE

Starters v’s Leavers

Assignment Count

Add Prof Scientific and Technic 1.00 1 2.00 3 -1.00 -2

Additional Clinical Services 4.09 5 8.98 13 -4.89 -8

Administrative and Clerical 3.07 4 19.87 23 -16.80 -19

Allied Health Professionals 2.00 3 2.40 3 -0.40 0

Estates and Ancillary 8.29 15 10.12 16 -1.83 -1

Medical and Dental 9.80 12 10.50 11 -0.70 1 Nursing and Midwifery Registered 4.62 9 22.46 28 -17.84 -19

Grand Total 32.87 49 76.32 97 -43.46 -48

3.2 Starters & Leavers FTE - 1 st April to 30 th April 2011 by CPG/Corporate Function

Starters Leavers

CPG FTE Assignmen

t Count FTE Assignment Count

Starters vs Leavers FTE

Starters vs Leavers

Assignment Count

Cancer & Specialist Palliative Medicine 0.40 1 1.00 1 -0.60 0

Children & Young People 2.00 2 5.14 7 -3.14 -5

Community & Specialist Medicine 6.87 9 15.10 20 -8.23 -11

Emergency & Specialist Surgery 3.43 4 8.42 11 -4.99 -7 Mental Health & Learning Disabilities CPG 1.37 3 12.18 13 -10.81 -10

Pathology CPG 2.54 3 0.80 1 1.74 2

Radiology CPG 1.00 1 3.15 4 -2.15 -3 Therapies & Clinical Support CPG 2.00 3 4.41 5 -2.41 -2

Women & Maternal Care CPG 2.00 2 2.43 3 -0.43 -1

Chief Executive 1.00 1 1.00 1

Executive Medical Director 1.50 2 -1.50 -2

Finance 2.43 3 -2.43 -3

Governance & Communications 1.00 1 1.00 1 Nursing, Midwifery & Patient Services 1.96 4 10.52 17 -8.56 -13

Planning 2.00 2 -2.00 -2

Primary Care Executive Mgt 7.30 15 3.00 3 4.30 12

Workforce & OD 3.26 4 -3.26 -4

Balance Sheet 1.00 1 -1.00 -1

Grand Total 32.87 49 76.32 97 -43.46 -48 Key messages:

• BCUHB Starters and Leavers FTE, by CPG/Corporate Function. • There are currently no national or local targets relating to Starters & Leavers . • Starters & Leavers FTE only includes new recruits to BCUHB and terminations from BCUHB. • N.B. Internal movement actioned via a changes form for example transfers from bank to

substantive posts, employees increasing their contracted hours or attaining additional posts are not


included in the starters FTE. Similarly any staff reducing their total contracted hours or leaving their substantive post whilst retaining a bank post are not included in leavers data if a changes form is used in the process. These details are recorded by NWSSP below.

• N.B. The FTE totals per CPG are subject to change as a result of ongoing work to align budgets and the ESR hierarchy due to restructuring.

3.3 Recruitment The table below shows the number of appointments (external or internal) for April 2011 that were processed through NWSSP Employment Services. Appointments that were not processed by NWSSP Employment Services are not included in this report; it does not include Medical Staff or Central and East Bank Nursing Staff.

Number of Appointments Processed by NWSSP Employment Services This Period (number of people) Internal External TOTAL Anaesthetics, Critical Care & Pain Management 3 0 3 Cancer & Specialist Palliative Medicine 1 0 1 Corporate Services 0 4 4 Children's & Young People's Services 6 4 10 Emergency & Specialist Surgery and Dental 2 0 2 Mental Health & Learning Disabilities 6 0 6 Primary, Community & Specialist Medicine 39 6 45 Pharmacy & Medicines Management 1 0 1 Radiology 0 1 1 Therapies & Clinical Support 2 5 7 TOTAL 60 20 80

Key Messages:

• The NWSSP figures report on internal movement as well as new external appointments – the Starter data 3.1 only report on new Health Board employees.

• With effect from 1 April, Recruitment Services became part of the Employment Services function of NHS Wales Shared Services Partnership (NWSSP). NWSSP brings together the following services across NHS Wales:

� Audit & Assurance services � Contractor services � Employment Services (payroll and recruitment teams from Health

Boards/Trusts) � Facilities services (former Welsh Health Estates) � Legal & Risk services (former Welsh Health Legal) � Prescribing services � Procurement services (former Welsh Health Supplies, Procurement &

Accounts Payable departments from Health Boards/Trusts) � Welsh Risk Pool services


• The partnership aims to support Health Boards and Trusts by creating a dedicated Shared Services organisation with a distinct identity, which:

� shares common operating standards in line with best practice; � has sufficient scale to optimise economies of scale and purchasing power; � has an excellent customer care ethos and focus on service quality

3.4 Pre- Employment Check Summary

The table below shows the percentage of starters processed by NWSSP Employment Services who were compliant with pre-employment check requirements during April 2011.

Internal

External

ALL

Pre-employment check summary (number of people) Number % Number % Number % Total number of starters (through BSP Recruitment) who had all required checks (including CRB) complete at start date:

58 97% 20 100% 78 98%

Total number of starters (through BSP Recruitment) who had all required checks (including where a risk assessment had been completed whilst awaiting CRB) complete at start date:

58 97% 20 100% 78 98%

Key Messages:

• This report does not include starters who were not recruited via NWSSP NHS Jobs processes.

• Two individuals commenced in post without satisfactory clearances and no risk assessments. These were within the Primary, Community & Specialist Medicine CPG. An investigation revealed that the individuals were already substantively employed in the department they had been appointed to promoted posts. Both individuals had previously had satisfactory CRB clearance, but as this was more than three years ago, they required revised clearance. Both individuals have subsequently had CRB clearance within a month of commencing their promotion posts in the same department.

3.5 Historical recruitment activity The table below shows recruitment activity carried out by NWSSP since October 2010.

Activity/Month Apr -

11 Mar –

11 Feb-11 Jan-11

Dec-10 Nov-10 Oct-10

Number of adverts placed on NHS Jobs 94 97 112 80 86 56 51

- internal adverts 72 84 101 66 72 42 39

- external adverts 22 13 11 14 14 14 12


Number of interview events 55 83 70 60 34 44 24

Number of offer letters issued: 100 136 102 132 89 35 73

- internal appointments 59 92 73 97 48 20 50

- external appointments 41 44 29 35 41 15 23 Total appointees commenced this month 80 86 83 74 40 90 133

- internal appointees 60 56 51 42 25 53 63

- external appointees 20 30 32 32 15 37 70

Percentage of appointees ALL checks OK on Day 1 98% 93% 98% 95% 98% 87% 81%

Percentage of appointees ALL checks, pending CRB, with Risk Assessment, OK on Day 1 98% 97% 98% 95% 100% 97% 90%

Key Message:

It is noted that the level of recruitment activity continues to fluctuate although the majority of this activity continues to be internal to BCUHB which is to be expected during reorganisation.

4.1 Case Management figures by CPG/Corporate Support Fu nctions

Disciplinary Grievance B&H Whistle

Blowing

Anaesthetics & Critical Care 2

Cancer & Specialist Palliative Medicine 1 2

Children & Young People 5

Community & Specialist Medicine 8 10

Emergency & Specialist Surgery 8 3 5

Mental Health & Learning Disabilities 14 3 2

Pathology 2

Pharmacy & Medicines Management 1 2 2

Radiology 1

Therapies & Clinical Support 3 1

Women & Maternal Care 8 2

Executive Medical Director 3 1

Nursing, Midwifery and Patient Services 15 1 6

Planning 5 2


Grand Total 74 16 29

4.2 Case Management figures Open Timescales

4. EMPLOYEE RELATIONS


Months Disciplinary Grievance B&H

<3 months 16 5 7

3 - 6 months 17 2 5

6 - 9 months 19

9 - 12 months 8 1 6

>12 months 14 6 9

Unknown 2 2

Total 74 16 29

Suspensions 12 0 0 Key Messages:

• Data for this report has been extracted from the ESR NHS Employee Relations Report which has been run on the 1st June 2011 for all open cases for current employees.

• Please note this report does not include on-going cases for ex-employees or ex-employees currently appealing.

• Work is continuing to improve reporting on employment practices data. 4.3 Retirement Appeals

Retirement Appeals

Appeal

Heard

To be

Heard

Anaesthetics & Critical Care

Cancer & Specialist Palliative Medicine

Children & Young People

Community & Specialist Medicine 14 Emergency & Specialist Surgery Mental Health & Learning Disabilities 1 2 Pathology 1 Pharmacy & Medicines Management Radiology Therapies & Clinical Support 2 Women & Maternal Care Executive Medical Director Nursing, Midwifery and Patient Services 56 4 Planning 3 1 Workforce & Organisational Development Therapies Grand Total 77 7


5.1 Gender

5.2 Disability

5.3 Religious Belief

FTE Assignment Count %

Male 10774.08 13300 23% Female 3134.03 3363 77% 13908.11 16663


No 4019.92 4764 21% Yes 136.91 168 1% Not Declared 9566.71 11515 1% Undefined 184.57 216 69% 13908.11 16663


Atheism 419.08 464 3.34% Buddhism 25.50 28 0.20% Christianity 3629.68 4373 31.44% Hinduism 93.56 98 0.70% I do not wish to disclose 643.04 753 5.41% Islam 70.08 74 0.53% Jainism 2.64 3 0.02% Judaism 3.00 3 0.02% Other 574.99 684 4.92% Sikhism 3.33 4 0.03% Undefined 8443.20 10179 73.19% 13908.11 16663

5. EQUALITY & PROFILE MONITORING ANALYSIS as o f 30 April 2011


5.4 Sexual Orientation

5.5 Ethnic Origin

FTE Assignment count %

Bisexual 15.57 18 0.11%

Gay 30.33 33 0.22%

Heterosexual 4783.42 5669 34.39% I do not wish to disclose 418.53 501 3.01%

Lesbian 11.55 12 0.08%

Undefined 8648.71 10430 62.18%

13908.11 16663


Key Message: • Whilst employees are not legally required to give certain data, we must be able to

demonstrate that we have made every effort to ask for the information, even if employees exercise their right to decline. The “Undefined” records, which have improved year on year, are being worked through as part of NHS Wales-wide work to populate the data in ESR and meet our Equality monitoring obligations.

• Work is under way at both National (Welsh Assembly Government) and local (Health Board) levels to address the issues around employee disclosure rates for equalities information

• It is the WfIS project board’s aim to achieve a 100% fill-rate which includes a new option of disclosure `Prefer Not to Say’.

5.6 Full Time/Part Time


uUndefined = 2 full time/1 part time

5.7 Assignment Category

5.8 Age Profile

5.9 Length of Service

FTE Assignment

Count %

Full Time

9068.29 9069 65.21%

Part Time

4837.24 7591 54.58%

Undefined 2.59 3 0.02%

13908.11 16663


Fixed Term/ Temp 1296.32 1429 8.74% Honorary 1.00 5 0.03% Locum 21.18 79 0.48% Non-Exec Director/Chair Permanent 12607.00 14841 90.75% 13908.11 16663

Age Band FTE

Assignment Count FTE%

16 - 20 40.77 54 0.29% 21 - 25 655.79 714 4.72% 26 - 30 1308.73 1464 9.41% 31 - 35 1368.20 1624 9.84% 36 - 40 1793.83 2192 12.90% 41 - 45 2193.36 2644 15.77% 46 - 50 2510.47 2997 18.05% 51 - 55 1995.37 2375 14.35% 56 - 60 1354.18 1647 9.74% 61 - 65 581.49 778 4.18% 66 - 70 90.40 141 0.65% 71 + 15.51 33 0.11% 13908.11 16663


6.1 Statutory and Mandatory Training

TRAINING - Statutory & Mandatory January & April 20 11 This Period Manual Handling 409 Load Handling/Object Handling 195 Manual Handling Competency Assessment 296 Child Protection- Level 2 259 Child Protection- Level 3 69 Fire (not recorded in central) 114 Control of Infection 92 V&A/Personal Safety 372 Resuscitation/BLS/Hospital Life Support/Community Life Support 842

Key messages: As discussed at the last R&TS Committee this is an activity report. Work is being undertaken nationally and locally to develop approaches which will ensure a compliance report is available. This includes:

• The national Workforce Information Systems Strategy (WfISS) Workforce Development workstream is looking to define broad competences for mandatory training which can then be used to set training needs at local level. Once established through a Training Needs analysis this will be used to generate compliance reports

• The local WfISS programme is assessing system links between ESR,OLM and e-rostering

• An interim local estimated compliance reporting system will be developed. • An SBAR has been produced which details the actions that will be taken to establish

Mandatory Training compliance reporting.

FTE Assignment Count FTE %

0 - 1 yrs 724.52 860 5.21% 01 - 05 3957.66 4741 28.46% 06 - 10 3687.84 4428 26.52% 11 - 15 2014.66 2450 14.49% 16 - 20 1215.01 1493 8.74% 21 - 25 1158.36 1376 8.33% 26 - 30 729.77 848 5.25% 31 - 35 335.44 376 2.41% 36 - 40 71.51 77 0.51% 40+ yrs 13.32 14 0.10%

13908.11 16663

6. SKILLS & DEVELOPMENT


6.2 KSF Progress 6.2.1 KSF Information for March 2011

BCUHB AfC Staff Assignments

with Approved KSF Post Outline & Reviews by CPG / Corporate

Function

Number of Staff

Assignments 31 Mar 11

No. of AfC Staff

Assignments 31 Mar 11

No. of Post

Outlines Assigned

%age of Staff

Assignments with Post

Outline Assigned

No. of Posts

Assigned Mar 11

No. of Reviews

Undertaken Mar 11

Total No. of

Reviews Undertaken Apr 10 to Mar11

%age AfC Staff

Assignments with

Review Undertaken Apr 10 to

Mar 11

Anaesthetics & Critical Care 445 309 247 80% 9 6 6 1.94%

Balance & Recharge 36 16 0 0% 0 0 0 0.00%

Cancer & Specialist Palliative 361 319 287 90% 1 1 41 12.85%

Chief Executive 9 1 0 0% 0 0 0 0.00%

Children & Young People 1298 1184 878 74% 18 7 84 7.09%

Community & Specialist Medicine 3858 3493 2457 70% 57 20 119 3.41%

Emergency & Specialist Surgery 2297 1957 1322 68% 21 1 20 1.02%

Executive Medical Director 460 453 234 52% 0 1 15 3.31%

Finance 273 270 155 57% 0 0 0 0.00%

Governance & Communications 66 66 37 56% 0 0 0 0.00%

Hosted Services 56 56 0 0% 0 0 0 0.00%

Improvement & Business Support

104 103 39 38% 0 0 0 0.00%

Mental Health & Learning Disabilities

1882 1775 1166 66% 23 2 25 1.41%

Nursing, Midwifery and Patient Services

1632 1618 1292 80% 9 0 1 0.06%

Pathology 377 363 197 54% 0 1 40 11.02%

Pharmacy & Medicines Management

344 344 99 29% 0 0 0 0.00%

Planning 271 262 75 29% 0 0 0 0.00%

Primary Care Executive Management

346 242 138 57% 3 0 1 0.41%

Radiology 403 367 238 65% 0 0 14 3.81%

Therapies & Clinical Support 1311 1307 981 75% 17 16 109 8.34%

Therapies Executive 26 25 0 0% 0 0 0 0.00%

Women & Maternal Care 748 683 514 75% 0 0 26 3.81%

Workforce & Organisational Development

169 147 101 69% 1 1 5 3.40%

Total 16772 15360 10457 68% 159 56 506 3.29%

6.2.2 KSF Information for April 2011


BCUHB AfC Staff Assignments

with Approved KSF Post Outline & Reviews by CPG / Corporate

Function

Number of Staff

Assignments 31 Apr 11

No. of AfC Staff

Assignments 31 Jan 11

No. of Post

Outlines Assigned

%age of Staff

Assignments with Post

Outline Assigned

No. of Posts

Assigned Apr11

No. of Reviews

Undertaken Apr 11

Total No. of

Reviews Undertaken Apr 11 to Mar 12

%age AfC Staff

Assignments with

Review Undertaken Apr 11 to

Mar 12

Anaesthetics & Critical Care 448 311 247 79% 1 0 0 0.00%

Balance & Recharge 34 14 0 0% 0 0 0 0.00%

Cancer & Specialist Palliative 358 316 286 91% 26 2 2 0.63%

Chief Executive 19 0 0 0% 0 0 0 0.00%

Children & Young People 1283 1173 879 75% 3 9 9 0.77%

Community & Specialist Medicine 3874 3525 2458 70% 18 17 17 0.48%

Emergency & Specialist Surgery 2254 1913 1320 69% 5 4 4 0.21%

Executive Medical Director 456 448 234 52% 0 0 0 0.00%

Finance 268 265 154 58% 0 0 0 0.00%

Governance & Communications 64 63 37 59% 0 0 0 0.00%

Hosted Services 56 56 0 0% 0 0 0 0.00%

Improvement & Business Support

103 102 39 38% 0 0 0 0.00%

Mental Health & Learning Disabilities

1865 1759 1164 66% 0 5 5 0.28%

Nursing, Midwifery and Patient Services

1609 1595 1290 81% 2 0 0 0.00%

Pathology 379 363 196 54% 0 12 12 3.31%

Pharmacy & Medicines Management

346 346 99 29% 0 0 0 0.00%

Planning 270 261 75 29% 0 0 0 0.00%

Primary Care Executive Management

349 297 138 46% 0 0 0 0.00%

Radiology 398 362 235 65% 0 0 0 0.00%

Therapies & Clinical Support 1295 1291 981 76% 56 11 11 0.85%

Therapies Executive 26 25 0 0% 0 0 0 0.00%

Women & Maternal Care 746 681 529 78% 42 2 2 0.29%

Workforce & Organisational Development

163 141 101 72% 5 2 2 1.42%

Total 16663 15307 10462 68% 158 64 64 0.42%

6.3 Manager - Stress Management Training As part of the managers suite of training stress management training commenced on 18th April with seven sessions held to date. So far 426 managers have booked onto the course and initial evaluation indicates: 6.3.1 Stress Management Training Feedback


Excellent Good Average Poor No

Comment Total Practical Value and relevance of session to your work 9 6 1 0 0 16 Delivery and presentation of the session 7 8 1 0 0 16 Administration and organisation of the session 7 8 1 0 0 16 Degree to which the session met your own needs and expectations 6 9 1 0 0 16


1. Organisational and Leadership Development

1.1 Engaging the Workforce – Determining our Values

We have continued with the Big Conversation during the month of March and April. The Workforce Team carried out 16 drop in sessions across the communities such as Dolgellau, Deeside and Holyhead in order to capture the views of employees based within community areas and who may not have internet access or have been unable to attend one of the earlier events. The team used various activities to engage staff, service users and the general public such as picture cards, questionnaires, picture postcards, participants also drew their own postcards. The questionnaire has been widely distributed via the intranet pages, mail shots, drop in sessions, email and notice boards. In March, the Assistant Director-OD attended the Stakeholder Reference Group, the Healthcare Professionals Forum and the Joint Partnership Forum to discuss the Big Conversation approach and the values which have emerged to date. A World Cafe event is being hosted for the volunteer groups who work with the organisation. The top values to date include:

Communication Patient care Respect Teamwork Honesty Education Leadership Trust Being valued

A report will be presented to the BCU Board in June recommending values and associated behaviours for adoption. 1.2 Chiefs of Staff and Executive Development Dr Neil Wooding from Public Service Management Wales, delivered a workshop on using emotional intelligence and building personal resilience as tools to engaging others in change. This was part of an on-going programme of development to support the Chiefs of Staff and Executives in their demanding leadership roles. All present appreciated the opportunity to get together in a learning environment and feedback has shown that the knowledge and skills gained from this session will be applied daily. 1.3 KSF

All Wales KSF Review currently in progress, recommendations due to be referred to Workforce Directors meeting in July. In order to encourage and increase the number of Reviews undertaken a lean/lite approach is being developed along with re-branding and re-marketing of KSF and the review process. This will include highlighting the benefits of KSF and eKSF including reports and Learner Needs analysis. However the outcome of the national review which may favour use of the ESR module rather than eKSF will determine longer-term strategy. This will be reported in full at the next R&TS Committee meeting. 2. Learning and Education 2.1 Work Experience The Summer term is the busiest period for work experience requests, predominantly Year 12 students (sixth form/college). Currently, BCUHB is operating two inherited processes for work experience placements.

ORGANISATIONAL DEVELOPMENT


Central and East had devolved responsibility to departments whilst in former West, the process was centralised under Human Resources. For this work experience period this remains largely unchanged. It will be changed when the restructuring of W&OD is complete. Table 1.0 is based on placements co-ordinated directly via W&OD to be undertaken between Apr-Aug 2011:

Enquiries (up to 5/5/11)

Accepted Unsuccessful Withdrawn Awaiting further info student or dept

110 30 10 3 67 Table 1.0 A more inclusive figure for the whole BCUHB territory will be obtained from Careers Wales at the end of the Summer term. In preparation for the Spring Term 2012 when work experience activity will next increase, a single BCUHB process is being created. The possibility of using NHS Jobs and its links to ESR is being investigated. This will be suitable for longer term placements however there is increased interest by BCUHB departments in one day seminar style events, to which students are invited. This is being viewed as an alternative to the longer placement, which will be detrimental to local educational needs. W&OD will work closely with CPGs, local schools, colleges and Careers Wales to maximise placements which will contribute to BCUHB and local educational objectives. 2.2 WULF Project Update. Connecting Health Through Learning (CHTL) is a three year project funded by the Welsh Assembly Government and supported by WULF (Welsh Union Learning Fund) and Unison. The work we do is focused within the Betsi Cadwaladr University Health Board, and we aim to deliver free learning courses to all staff across the organisation. The WULF project has started its second year following an audit review for the first year from senior WAG Officials. The outcome of the audit was very positive as the project scored green on all its target delivery for the first year. The WULF project has been supporting BCU HB with the Transforming Care project. Excel courses have been delivered across BCU to support Senior Sisters and Ward manager record data for the project. Also a critical writing Course was put on to support them with achieving their Transforming care Qualification. One of the project objectives is to support Essential Skills in the workplace, which is a national initiative; the project trained 99 members of staff , in its first year, on the skills of literacy and numeracy. 302 members of staff attended a taster session on Essential Skills. The WULF project has run several IT courses to give staff confidence with their ICT skills, which in return will help them in their work roles, especially with regards to the electronic documents that they are required to use. 5 members of staff achieved OCR Qualifications after attending an accredited British Sign Language Course. 11 Health Care Workers took the k101 learning opportunity; they are nearing completion of their Qualification. This Open University Qualification has been fully funded to the 11 HCSWs.. The funding was secured by UNISON and the Open University from NLIAH.


2.3 WfISS – Workforce Development The national Workforce Information Systems Strategy (WfISS) Workforce Development workstream has defined the broad competences for mandatory training. The health board is awaiting the automatic upload of these competencies to ESR shortly. Work will then be undertaken to attach these to the relevant courses/classes in order to ultimately track and report compliance data. 2.4 Manual Handling Competence Assessment – Success ful Pilot As part of the strategy to modernize manual handling training to increase efficiency, effectiveness and compliance, a pilot project to undertake competence assessments for manual handling has been undertaken in the Central area. Staff who regularly use their manual handling skills gain very little from attending routine update training as in the main, they need very little correction. Competence assessment is therefore much more efficient and reduces the need to release staff for class based training. � Pilot period : January to April 2011 � Competence assessments undertaken = 764 � Patient handling passport training (classroom) = 40 � Patient handling refresher training (classroom) – 159 Based on this pilot, the use of competence assessments will be widened to replace class based training wherever possible. 2.5 WebEx Pilot As part of the trial of WebEx (web seminar technology) a number of meetings, presentations and training sessions have been conducted in order to evaluate its effectiveness and potential for future use within Workforce and OD. Those involved in the trial have welcomed this approach and have commented on the benefits of utilizing this ‘tool’, particularly in relation to reduced travelling time and improved efficiencies which allow for a more collaborative approach to work from any location. A full evaluation report will be presented in due course. 2.6 Apprenticeships In partnership with Coleg Menai, BCUHB are in the process of recruiting the second cohort of Foundation Apprentices for the October 2011intake, previously known as “Health Science or Nursing Cadet scheme”. This scheme is designed to assist learners to progress to Higher education, predominantly Nurse Training upon successful completion of both the Foundation Apprentice and Apprentice Skills for Health frameworks. Work is also underway to introduce a BCUHB wide apprenticeship scheme for 2012, which will help the Health Board to ensure that there are opportunities for all people and CPG’s to prosper. It will achieve this aim by providing additional opportunities for young people living in North Wales to access quality employment related training and give them a better chance of gaining sustained employment at the start of their adult life. In addition, the scheme will deliver through a robust apprenticeship programmes to enhance and provide a better quality of care within BCUHB adhering to excellence for the patient and by providing learners with a choice and employment opportunities which they may not have the opportunity of without this scheme. Therefore, this scheme offers positive outcomes for both the organisation and the individual who may be socially disadvantaged.


2.7 Transition from the National Qualifications Fr amework (NQF) to the Qualifications and Credit Framework (QCF)

Qualifications and Credit Framework (QCF) qualifications are being introduced into the support workers curriculum and have now replaced the Health and Health and Social Care National Qualifications Framework (NQF) qualifications. National Vocational Qualification (NVQ) in Health and Health & Social Care qualifications have been central to our skills and knowledge agenda for support workers in Wales in meeting the policy aiming to ensure that everyone mastered the skills and knowledge needed in education, work and life in general . The new QCF standards introduces the associated qualifications that will provide a career ladder of progression where the standards have been developed by converging and drawing on best practice from the previous NVQ standards. The QCF Diploma level study is applicable to all support worker, ages, abilities and contexts. They support the effectiveness of learning and performance both in education and at work.

3. Equality and Human Rights Priorities for the team in March and April have included: 3.1 The Valleys Regional Equality Council (VALREC) . The Assistant Director of OD and Head of Equality met with VALREC on behalf of the Welsh Assembly Government (WAG) in April. VALREC were undertaking a series of visits to a selection of public authorities to gather evidence and validate findings from data submitted to WAG on progress of the Disability Equality Duty. 3.2 Public consultation on a draft Order detailing the proposed exceptions to the

age discrimination ban in services The government plans to extend the ban on age discrimination to the provision of goods, facilities and services during 2012. The proposed approach is to implement the ban across all service areas without providing any specific exceptions. This means, for example, that decisions which have any element of age-related criteria could in future be subject to challenge, and if challenged would need to satisfy a test of ‘objective justification’. An organisational response to the consultation is currently being compiled. 3.4 Centre for Equality and Human Rights (CEHR), Le tter to CEO A response has been submitted to the CEHR request for identification of priorities to inform the All Wales equality agenda in regard to meeting the requirements of the Equality Act 2010. A number of areas have been identified by BCU and a meeting is planned with the Director of CEHR, Assistant Director OD and Head of Equality in June. 3.5 Disability-related Harassment Inquiry Panel A response has been submitted following a further request from the Equality and Human Rights Commission for supplementary evidence to inform this Inquiry, which was attended


by BCU HB representatives in March. This includes work being done to gather data on the extent of disability related harassment. 3.6 Design of Equalities e-learning programme Pilot for NHS Wales An external meeting took place in March where the Equality Stakeholder Group had the opportunity to comment on the draft resource to date and finalise the developments. A pilot has been undertaken across BCU, it is anticipated the resource will be launched within BCU in July. 3.7 Strategy to meet the needs of Deaf Service user s The Head of Equality and Head of Patient Experience have been invited to attend Deaf Club meetings across North Wales in May to learn more about the barriers experienced by Deaf service users accessing services. The information gathered will further inform development of the Strategy. 3.8 Corporate Committees Discussion has taken place about strengthening the requirement for assurance that corporate committees are discharging their responsibilities in respect of compliance with equality legislation in particular signing off equality impact assessment. A number of actions were identified to progress this requirement. A paper has been developed setting out new public sector equality duties and suggests Executive and current corporate level committee responsible for providing assurance for each duty for, the paper will be considered as part of the current committee review. A prompt for equality information has been added into annual reporting template for corporate committees to inform future evidence gathering requirements 3.9 Equality Operational Group

Representation from all clinical programme groups and corporate support departments has now been received. The Group’s role is to drive implementation of the Single Equality and Human Rights Scheme(SES) operationally. This will be achieved by providing training and guidance to and a supportive network for Equality Champions leading the implementation of the SES within Clinical Programme Groups and Corporate Support Departments. The Group will provide assurance that equality, diversity and human rights issues are mainstreamed into the strategic and operational planning of the relevant CPG/CSD and that CPG Boards, sub-committees and groups, are addressing equality and human rights requirements as part of their action planning, recognizing the diversity of the population and rights of individuals under equality, diversity and human rights legislation. The inaugural meeting is planned for June

3.10 Equality Impact Assessment 90 minute Equality Impact assessment workshops continue to be held across the Health Board and are well attended. The Equalities team continue to coach and support Managers leading EqIA of service reviews and policy development.


3.11 Issues of Significance escalated from the Stra tegic Equality and Human Rights Forum

• Identification of an independent Member of the Board to champion this work and lead

the Strategic Equality and Human Rights Forum is still awaited. • The Equality and Human Rights Annual Report was presented to the Forum and

achievements and barriers to progress discussed. The report has been escalated to the Remuneration and Terms of Service Committee.

• Public Sector Equality Duty Briefing and Recommendations. A paper was presented providing a detailed analysis of the Specific Equality Duties now in place together with recommendations for actions necessary to demonstrate that the Health Board are meeting the requirements of the new legislation which are significantly more challenging that the duties they have replaced. The Equality and Human Rights Forum advised it is necessary to establish a Task and Finish group, led by Public Health or Planning to start to look at data requirements and how to gather and use equality data to meet the requirement to develop equality objectives across all the characteristics by April 2012. The briefing has been escalated to the R&TS Committee and has been discussed at Board of Directors.


1. Employee Relations The Employment Practices & Business Support team has seen an increase in the level of workload over the last 2 months. This increase is due to various factors, including the number of current retirement appeals, the closer management of long term sickness cases and the increased support required in relation to the Organisational Change Policy. Large scale change projects, such as Llandudno Hospital and the closure of Marl Ward, Deeside Hospital and the expansion of services and Stroke Rehabilitation relocation of services, all create significant workload for the operational WOD team. Partnership working with unions is of paramount importance, in addition advice is required on issues such as change management procedures, changing working patterns, staff relocation, managing grievances. Each of these issues can require expert operational HR advice which the team must provide in a timely manner on a daily basis. HR Managers and Advisors have been realigned to CPGs and are building links within the CPGs across BCUHB. They will continue to provide this cover pending further restructure within the WOD function. 2. Workforce Policies and Procedures 2.1 New Workforce Policies & Procedures: 2.1.1 WP1b All Wales Secondment Policy, WP3a All Wales Capability Policy, WP9 All Wales Disciplinary Policy The above were issued by the Welsh Partnership Business Committee in March 2011 and were approved by the Remuneration and Terms of Service Committee on the 1st April 2011 for adoption by BCUHB. 2.1.2 WP2a - Retirement Policy & Procedures Transit ional Arrangements up until

the 30 th September 2011 The previous version of WP2 – Retirement Policy and Procedure (September 2010) included provisions relating to the Default Retirement Age (DRA) and the Extended Working Procedure (EWP) that the UK Government has now announced will be phased out by 1st October 2011. This means that no further retirement notifications for staff approaching 65 will be sent out after 30th March 2011 as a minimum 6-months notice must be given under the former regulations (Employment Equality (Age) Regulations 2006). However, we recognise that staff who have been given notice of retirement up to the 30th March 2011 and who will be 65 up to and including 30th September 2011 will still be covered under the Extended Working Procedure in terms of provisions and processes relating to applying to work beyond age 65. These transitional arrangements will therefore remain in the

EMPLOYMENT STRATEGIES & PRACTICES


Policy and Procedure until the 30th September 2011 and due process must continue to be followed. The transitional arrangements were approved by the Remuneration and Terms of Service Committee on the 1st April 2011. 2.1.3 WP14a - Interim Protocol on Pay while underta ken Jury Service and the

Recovery of Loss of Earnings Currently there is a lack of uniformity across BCUHB regarding the level of payments made to employees during their attendance for Jury Service and of arrangements for the recovery of their loss of earnings. Pending the development of an All Wales Special Leave Policy the above interim arrangements will apply to all BCUHB employees required to attend for Jury Service. The interim Protocol was approved for use by the Director of Workforce and Organisational Development on the 15th April 2011. 2.2 Review of Policies/Procedures/Guidelines: 2.2.1 WP1a Safe Recruitment Practices Guidelines Appendix 6: Secondment Procedure within the document has been removed as this has now been replaced with WP1b All Wales Secondment Policy. 2.2.2 WP2 Retirement Policy and Procedure A task and Finish group was established to review the procedure in accordance with changes to Age Discrimination legislation. The Procedure was approved by the Remuneration and Terms of Service Committee on the 1st April 2011. 2.2.3 WP14 Leave Procedures Following user feedback and the additional paternity leave legislation; a review was undertaken to ensure the procedure remained compliant and was amended and updated to reflect the changes in legislation. The Procedure was approved by the Director of Workforce & Organisational Development on the 15th April 2011. 2.3 Draft Procedures: 2.3.1 WP9b Guidelines for Managers to support the i mplementation of the All Wales

Disciplinary Policy The guidelines are being developed to assist managers in the implementation of the All Wales Disciplinary Policy which has been adopted by BCUHB. On completion it is recommended that managers familiarise themselves with both the policy and the guidelines which will provide practical guidance on the application of the policy. In addition to the above guidelines a group of WOD managers are developing a flow chart, template letters and checklists to support line managers, employees and panel members through the disciplinary process. The documentation will guide employees through the process, including the initial risk assessment phase, the commissioning and production of investigation reports, the setting up


and conduct of disciplinary hearings and the communication of outcomes. Checklists will be included for panel members covering procedures to be followed and the decision making process relating to disciplinary sanctions. 2.4 Engagement: Following initial engagement in November 2010, the following Procedures have been sent out again for further wider engagement within the Organisation during March & April: • WP19 Drug & Alcohol (Substance) Misuse Procedure • WP25 Adverse Weather Conditions / Transport Disruption Procedure Following agreement by the Policies Working Group the following policy and procedure has been sent out for wider engagement within the organization during April. WP30 Statutory and Mandatory Training Policy and Procedure 3. Organisational Change Policy The BCU OCP group meets monthly, with a task team meeting between each meeting. Both groups provide advice to the CPGs in the application of the OCP and address any nuances that may arise in its application. Job comparison exercises are currently taking priority within CPGs. OCP management and Trade Union leads have spent considerable time supporting the CPGs carry out this process. The level of scrutiny at this stage in the process appears to be controlling the number of grievances raised once staff are informed of their employment status. A Corporate Services OCP Group has been established to manage the process of appointment to the next tiers within a number of corporate departments. This group is managing the timing of appointments and is supported by Workforce & OD and Trade Union Representatives. Former LHB staff who raised a grievance in relation to their original alignment to a Corporate Department or CPG have been informed of the grievance outcome. In most cases, this has resulted in staff where roles / responsibilities in their substantive posts span more than one CPG / Corporate area, will be entitled to be considered for posts in each relevant area. The OCP training session has been reviewed to include reference to all organisational change, including service redesign, hospital closure, expansion of services etc. Feedback has been very good and managers and Trade Unions are being encouraged to attend to ensure maximum understanding of the OCP processes. 4. HM Stanley Hospital Closure / Abergele Hospital Service change Headline HR issues are:

� Stroke Rehabilitation Unit (SRU) staff transferred to Glan Clwyd Hospital site on 9th May 2011. Staff are getting used to working as part of a joint Acute and Stroke Rehab team.

� Outpatients is due to move to the new POAC building in June 11 � Ophthalmology is due to relocate to Abergele Hospital site by the end of 2011.


� All corporate staff will be relocated from the site by the end of 2011. � Domestic staff will relocate to various redeployment sites and discussion are taking

place with Unison to ensure staff are afforded sufficient time to adjust their working patterns as necessary.

5. Deeside Hospital Redesign Project The Deeside Project group has recently been given a tour of the new clinic area within the Deeside Hospital; building work, in the main, is now completed. The car park has also been redesigned to provide additional parking to help accommodate the increase in the number of out-patients being asked to attend Deeside Hospital. The Finance lead for the project has given authorisation for CPG Leads to commence submitting their SBAR's to their Vacancy control Panels for any new/additional posts. The posts will be funded from the repatriation of services money (from the COCH). Workforce & OD are continuing to support the CPG leads in this process and are providing advice surrounding any potential OCP or protection issues. CPG leads are also in discussions with their local Trade Union Representatives regarding the new/additional clinics. The new/additional clinics will commence in phased manner, starting June this year. 6. Occupational Health and Wellbeing

6.1 Employment Screening From 1st October 2010 amendments to employment screening were made under the Equality Act. Except in essential cases, employers will no longer be able to issue applicants with pre-employment health questionnaires as part of the recruitment process. In their place, employers should invite prospective employees to make a declaration of ‘yes’ or ‘no’ against two statements which will be included as part of the letter issued by recruitment outlining their conditional offer of appointment. This will not make any amendment to requirements for health care workers involved in patient care patient contact. This group will need to be treated slightly differently by having minimal screening together with the obligatory communicable diseases questions. They will however, still need to be asked to respond to the two statements. The Occupational Health & Wellbeing service in BCU has led in the design of the revised process on behalf of the all Wales NHS Occupational Health Forum and has implemented the revised guidance. 6.2 Corporate Health Standard A mock assessment is being conducted on 7th September, with a view of the formal assessment being held in November. 6.3 Sickness Absence A new scheme will be launched in October 2011 to support staff who are absent due to sickness (CARE). This will provide dedicated support and guidance to staff from the 1st day of absence, and it is expected that this initiative will result in reduced sickness absence. A project plan is currently being developed for roll out of the scheme.


1. Workforce Governance and Systems 1.1 Workforce Information Systems (WfIS) Programme 1.1.1 I-View NHS Wales has had sign off for I-View and a pilot has begun to use Woven for the first data load to enable I-View to be rolled out. This will enable more detailed analysis of ESR data and benchmarking with other NHS Organisations in the United Kingdom.

1.1.2 WfIS Governance A revised national and BCU HB governance structure has been agreed. In addition to the existing Data Standards and Reporting Group and Workforce Development Systems Group, a 3rd Party Systems Group has been established, and all groups will report to the WfIS Programme Board. Enhancements to E-Rostering will report via the 3rd Party Systems Group to ensure the strategic direction of the WfIS programme is being met. Competitive dialogue for re-procurement of ESR is likely to take two years. Over the next 12 months the national ESR team will be working to understand exactly what will be required to be re-procured based on the principle of further developing ESR to address any gaps in capability. NHS Wales are firmly included in this activity. Oracle Learning Management (OLM) has formally been ratified as the learning management system for NHS Wales. Work is progressing with national competencies in line with “passport” type schemes. ESR Release 10 included new levels for reporting of sickness reasons and OLM/Self Service enhancements. Release 11 is scheduled for 26th June to include Inter Authority Transfer automation and the Occupational Health bi-directional interface. NHS Wales Organisations reviewed and prioritised the development requests for enhancements to ESR and the priorities identified for Wales are:-

1. Payroll permanent changes report 2. Deanery interface enhancements 3. Employee relations module changes

1.1.2 NMC Interface

90% of ESR records mandatory NMC fields have been uploaded with NMC information. 232 records are outstanding and reminders are being sent out for confirmation of whether or not NMC registrations are mandatory for these records. 1.1.3 HPC Interface A dataload programme has been built and work will shortly commence with uploading HPC information into ESR.

WORKFORCE DEVELOPMENT & SERVICE IMPROVEMENT


1.1.4 Recording of Voluntary Early Release Scheme ( VERS) VERS is now being recorded on ESR.

1.1.5 Recording of Management Costs in ESR Work is progressing nationally and locally to improve consistency and automation of reporting management costs. Within ESR staff can be coded on positions not assignments, so there is a recommendation that financial codes are changed to mirror ESR. A report has been established within ESR so that data can be pulled through ESR but this does not currently include the percentage management/clinical time. Currently Finance run the reports manually, and the new report means that only the percentage calculation will be manual. The criteria for inclusion in management costs is band 7 and above for administrative staff, and band 8a and above for clinical staff.

Finance and W&OD staff are working together to complete the 2011/12 management cost return, which includes the full year baseline costs for 2007/08 extracted from the relevant returns from each of the former Trusts and LHB’s, and includes the full year costs for 2010/11 and monthly costs for 2011/12. Finance are sharing the reports with the CPG’s to validate the names, groups and percentages.

1.1.6 Work Structures BCU HB CPG and Corporate structures are in place within ESR organisation levels 3 and 4. Work is concentrating in relation to cleansing of workstructures data, organisation hierarchy, financial code changes, and Agenda for Change bandings.

1.1.7 Welsh Language and Equality Approval has been given for a pilot to be undertaken in BCU HB for the Welsh Language and Equality Data Tool. A recommendation nationally to separate the Welsh Language competencies from the equality data due to the difference in rationale for data collection (Welsh language competencies are required for workforce planning processes), has been challenged by BCU HB WfIS Programme Board who maintain that the equality data should be prioritised as it is a statutory reporting requirement of the Equality Act 2010.

1.1.8 CRB Data

Following the pilot of central input of CRB data, work is progressing to upload automatically. This includes preparation and upload of assignment data which will allow gap analysis between those posts where CRB is required and the CRB status of staff in those posts. Also preparation and upload of historic CRB data held on excel databases by the BSP. ESR will then be the prime source of CRB data within the organisation. The minimum data set for setting up positions on ESR will include the correct CRB status, and CRB policies will clearly indicate which posts will require a CRB disclosure and the level required.


1.1.9 Self Service Self Service is a significant element of the ESR Model Office and its usage is essential to maximizing benefits realisation. Releasing the benefits offered by Self Service is also critical to underpin the continued roll out of the full Oracle Learning Management functionality.

A national target has been set for a minimum of 10% of managers by September 2011 to be using Manager Self Service (full functionality payroll approvals not required). It has been agreed to target Corporate Departments of W&OD, IT and Finance. Roll-out had already commenced within BCU HB within these departments and will be continued to meet the national target. Additionally, Self Service has been rolled out across BCU HB within Pathology and Radiology.

A Self Service Workstream has been established and a Project Initiation Document will be taken to the next WfIS Programme Board.

1.1.10 Occupational Health Bi-directional Interface The national WfIS Programme Board are progressing a project with a costed project plan and an outline of benefits. Engagement with Occupational Health Teams is taking place locally to discuss the interface project and data standards and reporting requirements. The use of the Occupational Smart Card (OHSC) for the recording of occupational health information for junior doctors has not been used for two years. This means that the data contained in the OHSC system is now out of date and inaccurate. NHS Wales has decided not to migrate to use the ESR Occupational Health Module. A recent development to the COHORT occupational health interface provides an opportunity to maximize costs and efficiencies by maintaining the use of the existing occupational health IT systems. This will ensure accurate up to date occupational health data for all NHS staff on ESR. BCU HB is not using the COHORT 3rd Party System throughout the organisation, so discussion regarding the implications of this are taking place.

1.1.11 BSP/Shared Services The Minimum Data Set has been agreed for ESR Core function (basically Payroll and Recruitment). Data cleansing is taking place locally, and work is progressing to establish and implement systems for data not currently captured on ESR but which is now required by the Minimum Data Set.

1.1.12 Medical Appraisal E-Tool Options are being explored to determine the Minimum Data Set to interface from the Medical Appraisal Tool inbound to ESR. If this is not possible then work needs to progress to determine an appropriate process to populate ESR.

1.1.13 Workforce Development & Education Systems National competences for statutory and mandatory compliance and regulation have been developed, and these are going to be applied to OLM statutory and mandatory training courses. Agreement has been reached on competencies to be assigned to OLM courses, and work is progressing to define and standardise competence compliance periods. An


OLM naming and coding template for statutory and mandatory training has been developed and is now being applied locally, and guidance documents for OLM end to end processes have been developed.

E-Induction has been reviewed and updated in line with legislation, and is being uploaded to Learning @NHSWales for use by Health Boards.

Work is progressing on the development of a suite of compliance reports for organisational and data warehouse compliance visibility, and workforce efficiency measures are being developed in line with the Annual Quality Framework (AQF) for Wales.

Recommendations are being developed for the application of KSF and an options appraisal on the preferred E-Tool for recording KSF compliance on E-KSF or ESR. 1.2. Long Service Awards Staff across BCUHB have been honoured for their 25 year long service in the NHS in recognition of their commitment and dedication to the NHS and the organisation. A total of nine awards ceremonies were held throughout BCUHB between March and May where staff were congratulated and presented, by either Mary Burrows or a representative from the Executive Board, with their Certificate and Capital Bonds. Staff were given the opportunity to listen to a short history of their colleague’s working and personal lives. Most of the award ceremonies were very well attended and all were positively received. 91 recipients were invited to collect their award at Ysbyty Gwynedd, 180 were invited in Ysbyty Maelor, Wrexham and a total of 240 staff were invited to attend in Ysbyty Glan Clwyd. Most staff received £100 worth of Capital Bond vouchers, but as some staff from the former Conwy & Denbighshire NHS Trust had already received a 20 year award of £50 in vouchers, so they were entitled to a further £50 of vouchers if they had achieved 25 years service. Staff who have completed 25 years service are now being invited to apply for their award in readiness for further award ceremonies.

1.3 Provisions in the Bribery Act 2010.

The Bribery Act 2010 is due to come into force on 1 July 2011. The Organisation should ensure that they are familiar with, and take action to meet, their obligations under the Bribery Act as the penalties for breaching the Act are severe. Individuals who are successfully prosecuted under the Act can face up to 10 years' imprisonment and an unlimited fine. Commercial employers can face unlimited fines. The jurisdiction of the Act is far reaching, as it covers acts of bribery in the UK and abroad.

Under the Act, it is a criminal offence for an individual or a commercial organisation to offer or receive a bribe to bring about or reward the improper performance of a function or activity. Employers may be liable if they fail to prevent acts of bribery carried out by their employees and "associated persons". An "associated person" is defined in the Act as one who provides services to the organisation. This can be an individual or a body and will include employees, intermediaries, agents, joint ventures and other forms of business vehicle, as well as suppliers of services and contractors.


1.4 Agency Workers Regulations The Agency Workers Regulations come into force on 1 October 2011 and will mean that agency workers receive "equal treatment" compared to permanent staff after being employed for 12 weeks.

In summary, the regulations mean that from 1 October 2011, agency workers:

• are entitled to the same pay, holidays, working time, overtime, breaks and rest periods as comparable to permanent workers

• have equal access to collective facilities (e.g. canteen, childcare facilities, transport services)

• have access to information about permanent employment opportunities and access to training.

1.5 Local Partnership Forum The Local Partnership Forum (LPF) met once during the period. Standing agenda items included the update on the OCP/Tiers 3&4 recruitment processes, Workforce & OD, Finance and Performance Reports, and the update on current major service reviews within the Health Board. A presentation was delivered to the LPF to provide a snapshot of the engagement and values work activities currently underway, and to report on progress made at the recent Big Conversation and World Café events. The LPF were also informed what the next steps are and actions to be taken. Following the February 2011 report of the Health Service Ombudsman on ten investigations into NHS care of older people, a detailed update was provided in relation to the findings of the report and linking in to the Older People’s Commissioner for Wales report which was published on 14th March 2011. It was highlighted that both reports emphasise the need to value care and compassion as integral to excellence and remind us that in our aim to provide excellence in health care for the people of North Wales, the issues in both reports must be a priority for all staff and leaders within the Health Board. The recently published ‘Code of Practice for Health Care Support Workers’ and the associated ‘Code of Practice for Employers’ were introduced and discussions held on taking forward the approach to ensuring the Code of Practice is implemented effectively within BCUHB. The next Local Partnership Forum will take place on the 9th June 2011, Bryn y Neuadd Hospital. 2. Workforce Modernisation

2.1 Workforce & Organisational Development Conferen ce As an organisation we have come a long way in a short time and still have many challenges ahead of us. And as a result innovation, workforce transformation and workforce re-design have a major role in improving patient care.


The Workforce & OD conference aims to kick start this change and provide operational managers with the confidence to commence workforce change. The aim therefore is to make the conference a ‘Springboard’ to Workforce Transformation and Efficiency and to provide the opportunity to explore a variety of transformation enabling tools. The emphasis will be on innovation, doing ‘things’ differently, with a shift from ‘doing’ more of the same and encourage turning a vision into a reality. The importance of having a Patient Centred Approach to workforce redesign will be central to this. The main focus will be on providing a greater level of understanding of the application of the Designed for Competence methodology and its importance within service change and an insight into the range of workforce modernisation enabling tools which are available. The target audience will be strategic leads for workforce change and workforce redesign and operational managers with responsibility for leading and implementing workforce change projects/initiatives. Staff side representatives will also be supporting the conference. The day will have key note speakers and three interactive workshops covering Designed for competence methodology, transforming health care and skills for health. Each speaker and workshop will make reference to the modernisation enabling tools, taking a ‘can do’ approach. These are the critical success factors in delivery of change within the Health Board which will be crucial for sustainability of our workforce.

2.2 Integrated Workforce Plan 2011-17

The overall BCU HB integrated workforce plan was submitted on March 31 2011 with the Education Commissioning numbers still outstanding. The numbers are being finalised with the Director of Nursing and Patient Services Senior team and it is planned to submit these during June 2011. The Workforce Development unit in NLIAH have commenced the process of analysing all the workforce plans and have identified some improvements to the BCUHB plan. From initial analysis, Section 4 ‘Planning for Delivery’ needs further work around specific education and training developments for the workforce in general, and, in particular the Support Worker development. This has been progressed and the plan was resubmitted at the beginning of June, as it is important that if BCUHB requires any national support in the development of the Support Worker workforce that it is detailed in the workforce plan submission, particularly for the development of Assistant Practitioners. We are also be exploring with NLIAH how these developments can be best supported at both a national and local level as well as ensuring future sustainability in an area that may be on the increase. As a result of the plan it is evident that further clarity on the longer term delivery of services at a strategic level is required as this may have implications for future workforce requirements and in particular education commissions. Therefore from April 2011 onwards, each CPG will need to refresh their workforce plan to incorporate the impact on the workforce, following the outcome of service reviews and other workforce changes such as local AOF and staff reduction targets, Administration & Clerical reviews, repatriation of services and revised affordability models in line with anticipated future funding. Any impact on the future configuration of the workforce will be re-submitted to NLIAH, particularly where there may be an impact on education commissioning numbers.


Workforce planning meetings have taken place to share the outcomes of these plans with Chiefs of Staff and Associate Chiefs of Staff with a focus on deliverability of these individual workforce plans for each CPG, and as a consequence, each CPG will now be producing detailed action plans to support their proposed changes and to facilitate the delivery of the proposed future workforce configuration. Workforce & OD will continue to work with the CPG’s to support and enable this.


Staff Group Job Roles include

Nursing and Midwifery Registered

Registered Midwife, Health Visitor; District Nurse; Nurse Consultant; Staff Nurse; Sister/Charge Nurse; Qualified School Nurse, Registered Sick Children's Nurse; Specialist Nurse Practitioner and Community Mental Health Nurse

Additional Clinical Services

Health Care Support Worker; HCA; Nursing Assistant; Nursery Nurse; Helper/Assistant to AHPs; Assistant Psychologist; Technical Instructors to AHPs; Medical Laboratory Assistant and Pre-Reg Pharmacist

Allied Health Professionals Occupational Therapist; Physiotherapist; Dietitian; Podiatrist; Orthoptist; Radiographer; Speech & Language Therapist and Art Therapist

Additional Professional, Scientific and Technical

Clinical Psychologist; Operating Department Practitioner; Pharmacist; Pharmacy Technician and Chaplain

Healthcare Scientists Biomedical Scientist; Biochemist and Physiological Measurement Technicians

Estates and Ancillary Domestics; Porters; Gardener; Catering Assistant; Works and Maintenance

Administrative and Clerical Clerical Officer; Medical Secretary; Secretary; Manager; Senior Manager; Chief Executive and Chair

Medical and Dental Consultant; Associate Specialist; Clinical Assistant; Specialty Doctor; Specialty Registrar; Foundation House Officer; Dental Officer and General Dental Practitioner

Students Student Nurse; Student Occupational Therapist; Student Physiotherapist; Student Dietitian; Student Podiatrist; Student Speech & Language Therapist and Student Radiographer

APPENDIX 1

Betsi Cadwaladr University Health Board Summary …Add Prof Scientific and Technical 581.93 711...

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