Board of Directors Meeting Workforce, Organisational ......Certificate of Eligibility for Specialist...

Board of Directors Meeting

Workforce, Organisational

Development and Communications

Sandra Goatley, Director of

Workforce and Communications

February 2019

4 HR pillars

Supporting the delivery of Brilliant Care Through Brilliant People

Diversity and Inclusion

Progress: Enabling the Perfect Day at Work…

Equality and Diversity Steering Group chaired by CEO. Revised Terms of

Reference and approach to reporting, including recruitment data

Care Group Plans

Revised WRES plans – await Staff Survey results

Leading on Transgender training for Kent, Surrey and Sussex

organisations

Staff network/forum support – including budgets for 2019/20

Pride Float lead for STP

Planning for Diversity and Inclusion Conference – ‘One Year On’


Recruitment & Retention

Right number of staff with right skills to provide the service

Vacancies:

Small decrease from December 2018 to January 2019.

Medical staffing has shown an increase in rate, but nursing an decrease of 0.3%.

In total, there are 58.1 WTE Band 5 and 6 nurses in the recruitment pipeline.

Certificate of Eligibility for Specialist Registration Fellowship

‘Academy’ model to recruit and train Nursing Associates and Registered Nurses.

Centralised recruitment for registered nursing staff is underway and achieving

quicker recruitment processes to date Turnover:

Currently 15.4%, further small increase since last month and remains above the

annual target of 12%.

Care Group recruitment and retention plans

New Workforce Group ‘Brilliant People’

Retirement workshops

Retention calls




Agency

Pay as a % of pay budget. Year to date - 4.7% of pay costs are agency

Spend vs cap. Year to date - £230k above cap




Healthcare new 3

Admin new 19

Paralegal new 1

Existing Staff 84

Healthcare new 7

Admin new 7

Existing Staff 22

Applications in pipeline


Leadership, management and staff development

Investment in the development of our people

94 96

83

67 62

0

20

40

60

80

100

120

Acute CareGroup

CR & PCPTSCare Group

Forensic &Specialist Care

Group

Older AdultsCare Group

SupportServices

Care Group / Support Service Number Attended

Acute Care Group 94

CR & PCPTS Care Group 96

Forensic & Specialist Care Group 83

Older Adults Care Group 67

Support Services 62

Grand Total 402

Management Essentials


Leadership, management and staff development

Investment in the development of our people

Capable teams


Succession planning and Talent Identification

Workforce planning and identifying opportunities for the future

Career workbooks


Staff Engagement

Improving staff experience

Just and Learning Culture

The tender has been awarded and Project Initiation Document developed.

Aim March roll-out

Also to note Clever Together bid – Best Place to work

Staff Survey Response Rate

59.5%

Increase 2015 to date


Staff Engagement


Pro-active approaches to sickness absence management:

Business case to incorporate – 7 days contact points, Manage Your Mind and

OT support mechanisms

Successful Head of OD recruitment


Staff Engagement


KMPT diversity demographics for 2018/2019

BAME staff are 22% of the workforce (this is the same for 2017/2018).

Kent resident demographics: White 93.7% whilst the remaining 6.3% of the population

are from a Black, Asian, Minority Ethnic (BAME) group.

Gender split between male and female staff shows that male staff are in the minority,

this is reflective of 2017/2018 data recorded.

Kent population on gender is: females 50.9% and 49.1% male, this pattern is seen in

all of Kent’s local authority districts.

Having an understanding of KMPT’s demographics means that initiatives can be put in

place to encourage under representative groups to apply to KMPT vacancies with the

help of the Network Forums and Care Group equality action plans.


Board Assurance Framework

ID Title Description Controls in placeDescription (Action

Plan Summary)

Likelihood

(current)

Consequen

ce (current)

Risk level

(current)

Likelihood

(Target)

Consequen

ce (Target)

Risk level

(Target)Target Date Assurance Gaps in controls Gaps in assurance

3808

BAF

Recruitment IF we fail to recruit

appropriate numbers of

healthcare professionals

THEN this will impact on

the ability to meet safe

staffing requirements

RESULTING IN continued

reliance on agency staff,

increased cost and

potentially lower quality

service to patients

Linked to Risk ID 3954

(Acute) & Risk ID 5148

(New) Retention

Review of Roster Templates in

line with agreed safe staffing

levels. (1a)

Escalation Policy. (2e)

Implement Band 7 cover

arrangements for extending

hours to ensure senior cover is

available (O)

Therapeutic staffing model

(3g)

Medical Recruitment and

Retention Group [2a]

Recommend a Friend (1a)

New Hire Bonus nurse and

Consultant (1a)

Consultant mentoring in place

(1a)

Improved Induction Process

[1f]

Open Days [O]

Review of end to end

recruitment process (1f)

Continuation of recruitment

role for CRSL (1g)

SafeCare Pilot [O]

Centralised

recruitment process

Relaunched

Recommend a Friend

New Hire Bonus -

Consultants

4LIKE 3MOD HGHRSK 3POSS 3MOD HGHRSK 29/03/2019 Monitored by CCG and

CQC

Shift by Shift Analysis

reported to Board

Incident rates and

monitoring

compliance with tool

Monitoring of

recruitment and

retention

Therapeutic staffing

model

Introduction of HR2U

Report to WF&OD

Committee

Therapeutic staffing

Recruitment and

Retention Strategy

None identified




Plan Summary)

Likelihood

(current)

Consequen

ce (current)

Risk level

(current)

Likelihood

(Target)

Consequen

ce (Target)

Risk level


5148

BAF

Retention of

employees

IF we do not retain our

employees

THEN this would impact

on staff morale, absence

and productivity and

have a potential impact

on patient experience

RESULTING IN impact on

Turnover, Absence ETC

Exit interviews with HRBP's for

business critical posts i.e.

nurses and Director of

Workforce and OD with

Consultants (1e)

Supervision and Appraisals

(1a)

Health & Wellbeing Group [2a]

Medical Recruitment and

Retention workgroup - 8 point

plan, including on-call rota (1a)

Engagement activities (1b)

EU exit implications reported

and actions in place (1a)

NHSI retention programme

cohort 2 [O]

NHSI retention -

cohort 2

Medical R&R group

Reintroduction of

Carers leave

4LIKE 3MOD HGHRSK 2UNL 3MOD MODRSK 29/03/2019 Monitoring of

retention

External monitoring -

various bodies (3e)

HR2U [O]

NHSI Cohort 2

retention project [O]

National shortages in

Consultants and

Registered Nurses

No gaps in assurances




Plan Summary)

Likelihood

(current)

Consequen

ce (current)

Risk level

(current)

Likelihood

(Target)

Consequen

ce (Target)

Risk level


3738

BAF

Staff

engagement,

acting on

feedback and

cultural change

IF we do not have

engaged employees

THEN this would impact

on staff morale,

recruitment, retention,

absence and productivity

and have a potential

impact on patient

experience

RESULTING IN loss of

reputation and business.

Quarterly Staff Friends &

Family Test (FFT) Survey [1c]

NHS Staff Survey [2e]

Embedded Trust values as part

of performance framework,

new objectives [1b]

Engagement with staff through

Intranet, staff forum, local and

KMPT wide leadership groups.

[1h]

Care Group and Staff Awards

[1d]

Stress Policy [2e]

HR2U [2a]

Freedom to Speak Up and Safe

Working Guardians, with

Green Button option [1g]

Health & Wellbeing Group [2a]

Supervision and Appraisal

policies (2e)

Big Conversation [1b]

EMT Working With Days (2a)

Report to Trust Board - Staff

Survey and appraisals (3a)

Agreement of 'Just learning'

approach review of culture [O]

Provision of

Management

Essentials course for

managers

Freedom to Speak Up

Guardians

Development of

Succession & Talented

process

Review of appraisal

process

Introduction of staff

development course

and management

induction

Plan to run workshops

re 2017 staff survey as

well as using Big

Conversation and

Leadership Event

Cultural audit

3POSS 3MOD HGHRSK 2UNL 3MOD MODRSK 29/03/2019 Stress Management

Tool used by

Workforce Advisors as

a team approach to

Stress Management

Staff FFT surveys run

quarterly [1c]

Monthly service line

performance

monitoring [2b]

Workforce Committee

oversees reporting

against various

different HR policies

and other methods of

reporting [2b}

Green Button & FTSU

activity reports to

Workforce Committee

and EMT {2b]

Leadership and

management

development training

is being delivered

[2b]

HR2U [1c]

Cultural audit tender

specification

None identified None identified


Communications

Current projects:

• www.kmpt.nhs.uk launched in January 2019

• i-connect- contacting teams to carry our research for our new platform in February.

We are exploring whether this can include a staff directory

• Connected - next issue will be available in March/April. This will focus on caring

which will include our volunteers

• internal comms - changes to the One Minute Read and the trust briefing.

• Awards - It’s KMPT awards time!

……Planning for June 2019 event

• Triangle of Care - We would like to focus on what we do as a trust for staff who are

in a caring role. All triangle of care (TOC) activity will feature in Connected

magazine.

http://www.kmpt.nhs.uk/


Freedom to Speak Up

1 issue raised in January 2019

Newly appointed FTSU Guardian, Celina Todd, planned to start mid March 2019

Next steps:

Board Self assessment

Strapline and vision

Now have 7 ambassadors

Working with new Medical School to support FTSU for trainee medical students

FTSU was nominated for an Acute Care Group Award under Living our Values


Brilliant People Group

Through the Core Operational Group (COG) meeting it was agreed to establish a

Workforce Group Committee to be known as the ‘Brilliant People Group’.

The purpose of the Brilliant People Group is to look at and address the

operational workforce issues pertaining to delivery of safe and effective care

pathways, planning for the future to ensure we have a sustained and skilled

workforce that we can recruit to

There will be a subgroup to plan the workforce model for 20/21 and

will include peer support workers

The first meeting is on 22nd February


Executive summary

Respect – Every Employee Counts & Regional lead for Trans Gender training

Openness – Staff Survey

Accountable – CIP and STP supporting workstreams

Working Together – working with the organisation to deliver what we need &

externally plans with Medical School

Innovative – Brilliant People Group

Excellence - Cloisters to Oysters

Work by pillar of People Strategy, Risks and plans to mitigate and FTSU update.

Examples of meeting our values:

Board of Directors Meeting Workforce, Organisational ......Certificate of Eligibility for Specialist...

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