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Report to the Board of Directors Enc 4 Title of Report

Workforce Report to Trust Board Author

Ann Stringer / David Thompson Executive Lead

Ann Stringer Responsible sub-committee

Workforce Committee

Date of paper 23rd October 2014

Executive Summary All key HR controls are RAG rated as green with the exception of statutory and mandatory training, appraisal, absence and EWTD which is amber. Plans are in place but performance against plan for Statutory and Mandatory training which is yet to gather pace. Sickness absence is at 4.47% for September 2014 which is a significant increase on recent months and is also higher than the same period in 2013%. EWTD exceptions are of a higher number than the previous quarter. The Workforce Report gives an overview of the key strategic areas of assurance, workstreams/associated action plans and progress to date within key areas. This report includes the fourth EWTD assurance report which is now included in the Workforce Reports on a quarterly basis.

Risk and assurance Trust Board are to be assured that CQC/NHSLA requirements are met. EWTD Compliance report and Equality Report’s are included within this quarter’s report. Trust Board to note that EWTD is ongoing work in progress for reporting assurance purposes.

Legal implications/ regulatory requirements

All regulatory and legal requirements met. There are no significant implications to bring to the Trust Board’s attention from the information and assurance provided within this report.

Actions required by the Board

To note contents

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Northumbria Healthcare NHS Foundation Trust

Workforce Strategy

Report to the Board of Directors, October 2014 Date of Sub-committee Meetings: 17th July and 18th September 1. Minutes are located on the Trust intranet 2. Our key strategic performance questions cover the following areas:

- Creating a learning environment for quality and continuous improvement - Providing excellent patient centric customer service - Management and maintenance of robust HR policies and systems for safety and

compliance.

3. Creating a learning environment for quality and continuous improvement: Key Strategic Questions

A. What development opportunities are we providing for our staff to improve their performance

and drive a culture of continuous improvement? We have run a variety of organisation development update of programmes since the last Board update as shown below together with an expanded number of activities to support NCUH.

Organisational Development Programme Activity

July 2014 – September 2014

Programme Number of

Sessions

Number of Northumbria Participants

Number of Cumbria

Participants Aptitude/AC 3 104 0 Band 5 Nurses Programme 8 54 0 Capacity & Demand by Doug Barnes 2 16 16 Change Management 3 58 0 Clinical Support Team Session 1 0 15 Consultant 5 Day Programme 3 27 6 Consultant Appraisal Skills 3 18 4 Consultant Recruitment 4 10 1 Go Mad thinking Masterclass 1 30 3 High Performing Clinical Leaders 2 0 37 Infection Prevention Conference 1 0 50 Integrated Care - Matrons Communication Skills 2 13 0 Management Skills 2 7 10 Matrons Programme 3 0 33 Medical Engineering Team Days 2 0 22 Medical Engagement Survey – Focus Groups 9 0 43 My Customer My Responsibility 2 36 0

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Neo & HDS - 75 52 Nurse Leadership - 121s 7 0 26 Nurse Leadership Development - Course 4 0 45 SAS - Appraisal & Revalidation 1 17 0 The Journey Goes On 1 16 0 Trust 16 2 47 8

TOTAL: 66 528 371

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

The WOW (Well Organised Ward) Project has continued to make good progress the rapid roll out programme is now taking place at North Tyneside General Hospital. In line with an agreement with the Executive Team on focussing on key projects, the Transformation Team continue to provide support to a number of projects and the first two remaining as Theatres and Outpatients. Human Factors training is continuing within high risk areas with a number of individuals now trained following the “train the trainer” programme and the faculty is going from strength to strength with a debrief “train the trainer” programme also taking place within the coming weeks.

C. What benchmarking or other information do we have in terms of the development of our culture?

Friends and Family Test The Friends and Family test results for Quarter 2 have achieved a rating of 22% which is an excellent result. Staff were asked to rate the Trust based on the following two questions.

• How likely are you to recommend this organisation to friends and family if they needed care or treatment?

• How likely are you to recommend this organisation to friends and family as a place to work?

548 out of 2,499 Staff from the Emergency Surgery and Elective Care and Clinical Support Business Units responded to the two questions above which gave a response rate of 22%. Included in the responses are verbatim comments which have been given by staff anonymously. During the coming months, these will be analysed and any appropriate themes/trends will be focused on to develop an action plan to support improvement work across the Trust. This information will be correlated with the Staff Survey information and culture survey from 2013/14 to ensure that emergent themes from both areas are consistently addressed. There is no target for the Friends and Family test response rates for this year but the Trust is very pleased with a rate of 20% for quarter 1 and 22% for quarter 2 which would be consistent with an appropriate target should the Trust have to achieve this. Further areas will be asked to rate the trust using the same two questions as per the schedule below. The information will be included in future board reports.

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Schedule Date Business unit Quarter 1 28 April – 23 May 2014 Medicine, estates and corporate

services Quarter 2 21 July – 15 August 2014 Surgery and clinical support Quarter 3 22 September – 5 December 2014 No business unit survey - data

collected from randomised staff survey

Quarter 4 2 February – 28 February 2015 Community and child health

4. Providing excellent patient centric customer service: key strategic questions A. How does our HR & OD service support provision of excellent patient centric customer

service in relation to training?

The OD programme (described earlier) continues to focus heavily on improving patient experience and the Trust has recently been chosen as one of four national beacon sites as part of a highly innovative NHS Employers “Do OD” programme. This recognises the Trust as an exemplary partner for its work in how OD impacts for patients, staff and the public and we have attended our second workshop as a Beacon site. The Trust has been providing input to the development of an OD readiness tool being produced by NHS Employers and has completed a case study for inclusion within the best practice area. Northumbria will also feature within a film of OD best practice which will be completed on site by NHS Employers week commencing 20th October, 2014.. Representatives from the Trust presented the findings on the “Do OD” Talent Workstream to the 2nd NHS Employers national conference for Organisational Development on 7th July 2014 in London which was very well received. The Trust has been shortlisted as a finalist in the Best Business Partner Category of the Prospects Postgraduate Awards which it was runner up in this category in 2013. This is a prestigious award for academic and higher education institutes nationally and the results will be known at an awards ceremony on 10th November 2014. The Trust has also been shortlisted as a finalist in the Staff Engagement category of the HSJ Awards. We will be presenting to a shortlisting panel on 9th October 2014 with the results to be known at the awards ceremony on November 2014. The Trust is working with the lead trainers to review our methods of training and to focus on competency based delivery and ensuring that staff have opportunities to undertake their key statutory and mandatory training within the workplace if possible. Further updates will be available on this throughout the year. Apprenticeships Our drive to continue to recruit significant numbers of apprentices continues with a ninth cohort currently being recruited to. Numbers of apprentices in the organisation continue to remain just under the 200 mark at any one time. The Trust has recently been featured as a national beacon site for apprenticeships by NHS Employers who visited the Trust in September 2014 to undertake

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interviews with apprentices and the teaching team which will form part of a downloadable podcast. This will feature on the NHS Employers website from the end of October 2014.

b) How does our HR/OD service support the provision of excellent patient centric customer service in relation to recruiting the right staff?

The Values Based Recruitment (VBR) Programme is now well embedded within the organisation and we continue to respond to feedback from both applicants and recruiting managers. We are now evaluating our systems and processes and we are feeding into NHS Employers as a leading partner organisation for best practice in relation to Values Based Recruitment. Our App development is making excellent progress and it is now in prototype phase with testing to be rolled out for Consultant Recruitment and non-medical Recruitment during October/November with a plan to be fully functional from December 2014. Examples images of the app are shown at Appendix I. This new functionality will significantly reduce the paper associated with recruitment and the results from the interview will be electronically transmitted back to the recruitment team at the end of the interview which will reduce delay. In addition the panel can check documents and send a validated copy direct from the iPad to the recruitment team, which again will reduce recruitment delays and be much better for applicants. The HR team from Northumbria continue to support North Cumbria providing a recruitment and selection service as well as advice in relation to the challenges faced with medical recruitment at all levels.

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

patients.

Health & Wellbeing

The health and wellbeing programme continues to go from strength to strength with key highlights from the Health and Wellbeing programme over the last quarter include: 6 Health and Wellbeing Updates

• The seasonal Flu campaign is underway and is currently going well. • The physical activity campaign ended with 61 teams taking part in the pedometer challenge

(approx. 240 people) and a further 60 people taking on a personal challenge to increase their activity. Evaluation results indicated that:

o 75% increased their activity (with the remainder reporting that they are already quite active)

o 71% rated the challenge as ‘very’ enjoyable o 71% will make longer-term changes o Benefits to individuals:

71% - more active/increased fitness 64% - improved team morale 64% - had fun 42% - improved mood 14% - lost weight

• A multi-component mental wellbeing and resilience campaign was launched Trust-wide in September.

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• A meeting was held with the Chief Executive and key stakeholders regarding our approach to healthier food and drink options in the Trust. It was agreed that we are following current guidelines in relation to provision of healthier options and to obesity-related behaviour change. The group also agreed on a long-term aim to gradually increase the availability of healthier options and to maintain promotion and education.

• The Health and Wellbeing Coordinator has delivered several presentations: o at a regional Time to Change peer network event on the Trust’s approach to staff

mental health (as an example of best practice). o at a local Better Health at Work Award ‘Best Practice Event’ on the Trust’s approach

to healthy eating. o at three internal away days to promote the programme and to encourage

engagement – for District Nurses, Ward Managers and an adult social care team in Northumberland.

• Focus groups have been held with staff at Cobalt due to the most recent Staff Survey results. The feedback from staff has been presented at EMT and an action plan is now being implemented.

• Focus groups have also been held with staff in Child Health as a result of the Staff Survey suggesting significantly higher rates of work-related stress in this business unit. An action plan will be developed in the coming quarter.

• Health and wellbeing opportunities for staff were included in the Total Reward Statements that were launched in August.

• Formal evaluation opportunities for the health and wellbeing programme are being explored, with links being made with Professor Michael West and Kingston University.

• Health and wellbeing roadshows were held at Cobalt and Hexham General Hospital. • Three resilience sessions were held for staff at Foundry House. • A health advocate meeting was held in September to enable networking, sharing of good

practice and discussion of an upcoming campaign. • A plan to include health and wellbeing in the Trust’s induction videos has been agreed. • Links have been made with the health and wellbeing team at York Teaching Hospital NHS

Foundation Trust to enable sharing of good practice. For Cumbria:

• The first health and wellbeing steering group was held in July. Terms of reference are now being finalised and more members of staff are being approached to join the group.

• A health and wellbeing strategy has been drafted and shared with the Director of HR. • There are plans to provide stress awareness training to staff using a combination of e-

learning and face-to-face training. The e-learning content has been drafted and is now being transferred into an e-learning format before being shared with the steering group for further discussion.

• Audits of the Trust’s compliance with NICE public health guidelines have been completed. NCUH have now established their own mediation scheme with all mediators having passed their exam.

The Health and Wellbeing Coordinator continues to engage with key stakeholders across the Trust. Support to North Cumbria University Hospitals NCUH are currently undergoing a major change process to review their Occupational Health service and bring it under the management of Northumbria Healthcare NHS Foundation Trust’s current service. This will formalise the arrangement that has been in place for approximately 12 months and will increase their support for mental health issues. The frontline HR and Training teams are also going through a reconfiguration to improve the level of service they can offer to Business Units, this is expected to be completed early in the new year.

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Sickness absence results

The Trust's SAR% for Q2 2014/15 is 4.33% which is an increase on the last quarter. The last 12 months rolling sickness absence results are as shown in the table below:

The NHS operating framework has stipulated an absence target of 3.5% for this financial year which at present we are not achieving. Targeted Action plans have been developed in each business unit to continue managing this closely during 2014/15. The 12 month RYA for the Trust is now at 4.10% which is a slight increase on the end of 2013/14 RYA of 4.02%. The latest available statistics (published January 2014) show the NHS as a whole has a rolling absence rate of 4.40% with Acute Trusts showing a rolling average rate of 4.21%. Sickness Absence Rate Benchmarking Data The Trust also participates in a Regional Benchmarking exercise and the 2014/15 Quarter 1 data received recently is as follows:

October November December January February March April May June July August September

Absence Rate % 4.08% 4.11% 4.24% 4.59% 4.13% 3.81% 3.59% 3.67% 3.94% 4.33% 4.20% 4.47%

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

12 Month AVE % 4.08% 4.09% 4.14% 4.25% 4.23% 4.16% 4.08% 4.03% 4.02% 4.05% 4.06% 4.10%

4.08% 4.11% 4.24%4.59%

4.13%3.81% 3.59% 3.67% 3.94%

4.33% 4.20%4.47%

0.00%

1.00%

2.00%

3.00%

4.00%

5.00%

6.00%

Sickn

ess %

Organisation Quarter 1 Quarter 2 Quarter 3 Quarter 4 AverageNewcastle Upon Tyne Hospital NHS Foundation Trust 3.54 3.54Northumbria Health Care NHS Foundation Trust 3.71 3.71County Durham & Darlington NHS Foundation Trust 4.06 4.06North Tees & Hartlepool NHS Foundation Trust 4.09 4.09South Tees Hospitals NHS Foundation Trust 4.18 4.18City Hospitals Sunderland NHS Foundation Trust 4.52 4.52Tees, Esk and Wear Valleys NHS Foundation Trust 4.66 4.66North Cumbria University Hospital 4.82 4.82Gateshead Health NHS Foundation Trust 5.10 5.10Northumberland, Tyne and Wear NHS Foundation Trust 5.16 5.16South Tyneside NHS Foundation Trust 5.30 5.30Average 4.47 0.00 0.00 0.00 4.47

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NHCFT are currently 2nd lowest in the Region with a 2014/15 Q1 average of 3.71% compared to an overall Regional average of 4.47%. All Trusts region wide are reporting an increase in SAR % for Q2. The Q2 benchmarking figures will be reported in the next quarterly board report. Labour Turnover Labour turnover continues to be low at 7.82%, which is a very slight increase from last quarter’s LTR of 7.42%.

5. Management and maintenance of robust HR policies and systems for safety and compliance. Key strategic questions

a) What is our local compliance with regulatory standards such as CQC and NHSLA frameworks. For 2014/15 the approach and communication for statutory and mandatory training has been to ensure each department has targeted department set dates for statutory and mandatory training and appraisals to be completed and the relevant managers and business units will be held accountable for their performance at Workforce Committee. This is a change to the method of monitoring and reporting as historically managed via Workforce Committee but one that the Business Unit’s are responding to very well. The dashboards have been amended in response to feedback from the BU’s and this is particularly helpful in ensuring that BU’s have robust and accurate date to manage their performance with. In summary based on the current plans and declarations made:

Regulatory Standard: Relates to: Compliance: Statutory/Mandatory Training NHSLA/CQC Appraisal CQC Internal audit outcomes N/A All audit

outcomes completed

Notable practice areas Not applicable N/A Exception reports: None this quarter N/A

The HR risk register has been developed into the new format within the last reporting period with one new additional risk of Industrial Action added this quarter. This report provides positive assurance that key controls are in place and that there are no gaps in controls or assurances (other than as shown in the risk register) to the best of the knowledge of the committee. Outstanding actions and persons responsible are as shown in the committee minutes. In relation to Industrial Action, exemptions were sought from key services or alternative service provision was arranged to ensure that safe services were provided to patients throughout the strike period of 7 am – 11 am on Monday 13th October, 2014. Several official picket lines were in place at North Tyneside General Hospital, Wansbeck General Hospital, Hexham General Hospital, Wallsend Health Centre and Northumbria House, Cobalt.

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There is a planned further period of industrial action scheduled for Monday 20th October 2014 by the Social of Radiographers (SoR) which the Human Resources team are currently working with managers to ensure that exemptions are in place to ensure safe levels of service provision are in place for patients. Official picketing arrangements for this scheduled action (if any), have yet to be confirmed by the SoR. Audit outcomes The Professional Registration Audit (NAM: 4419) and the Statutory and Mandatory Training Audit (NAM: 3440) have been completed within the last quarter with significant assurance with some issues to note. The appropriate actions for HR/OD have now been completed or in the process of being completed within the coming weeks. Reliance on bank and agency staff A total of 21,622 bank shift requests were filled and worked Q2 (Jul – Sept 2014). Of these 90.2% were undertaken by the Trust's Bank Staff and 9.8% were undertaken by Agency Staff. For the 90.2% of Bank shift requests worked 71% of those who worked the shifts are also substantively employed by Northumbria. The remaining 29% are employed by Northumbria as bank staff only.

Requested Shifts Filled Jul-14 Total By Bank By

Agency

Trust Total 7489 6727 762

Requested Shifts Filled Aug-14 Total By Bank By

Agency

Trust Total 7260 6542 718

Requested Shifts Filled Sep-14 Total By Bank By

Agency

Trust Total 6873 6415 458

Combined Total for Q1 Jul-Sep 14

Requested Shifts Filled Q2 Total By Bank

By Agency

Trust Total 21622 19684 1938

90.2% 9.8%

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This detail should provide assurance to the Board that 71% of bank staff also have a substantive contract with the Trust. Quality Improvement Project relating to Temporary Staffing The HR/OD Function is currently leading a QI project reviewing temporary staffing within the Trust. This is now gathering pace with the options appraisal due to go to EMT on 22nd October 2014 with some immediate proposals for approval and there is a multi-disciplinary project team working on improving the current temporary staffing arrangements these include bank, agency and use of fixed term contracts. Appraisal completion Appraisal completion for 2014/15 compliance is standing at 35.0% as at the end of September 2014. We no longer report on a rolling year average and BU's were requested to commit to a three month period between April/December 2014 during which they would complete all required appraisals. As at the end of September the overall target for appraisals was 38% so we are slightly behind the trajectory figure. Training to support staff and managers with appraisal including soft skills and difficult conversations continues to be rolled out with excellent feedback to date.

Business Unit Appraisal

Completion 319 Northumbria Healthcare NHS Foundation Trust 35.0% 319 CHI Child Health Directorate 39.15% 319 CLI Clinical Support 48.65% 319 COM Community Business Unit 43.94% 319 COR Corporate Services 35.29% 319 EST Estates and Facilities 36.71% 319 MED Emergency Care and Medicine Business Unit 38.11% 319 SUR Emergency Surgery & Elective Care Business Unit 29.97% 319 Staff Bank 7.05%

Revalidation Preparation for the revalidation of medical staff is progressing satisfactorily.

29%

71%

Bank and Bank/Substantive Contract Analysis - Jul - Sept 2015

Bank Only Bank and Substantive

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Whistleblowing Quarter 1: April – June 2014 There were 6 concerns reported in the Quarter 1 report. 2 cases were reported as closed on the last report 4 cases were on-going in Quarter 1 – update on cases below. Business Unit Nature of Concern

(as defined by whistleblowing policy)

Raised as a formal whistleblowing concern

Action Taken

Community Failure to comply with legal or statutory obligation

No Case closed Further information provided to member of staff raising concern to provide understanding of processes had raised concern about

Community Ill treatment of a patient by a member of staff

No Employee subsequently raised same concern to NMC

Case closed No case to answer

Community Fraud/Financial irregularity

No Case closed Audit of home to be undertaken – no case to answer.

Surgery & Elective Care

Compromising patient care

Yes (via CQC)

Case closed Concerns followed up by Executive Director with Consultant involved. No formal action required.

An additional concern was raised in Quarter 1 that was not reported in the Quarter 1 report: Business Unit Nature of Concern

(as defined by whistleblowing policy)

Raised as a formal whistleblowing concern

Action Taken

Community Other No Case closed Fact-finding undertaken – no case to answer

Quarter 2: July - September 2014 During Quarter 2 there were 3 new ‘whistleblowing’ concerns raised. Information is based on formal whistleblowing concerns or concerns raised via another route where the reported concern would fall within the whistleblowing definition. Business Unit Nature of Concern

(as defined by whistleblowing policy)

Raised as a formal whistleblowing concern

Action Taken

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Surgery & Elective Care

Other (Breach in patient confidentiality)

No Case closed Fact-finding undertaken – no case to answer.

Surgery & Elective Care

Fraud/Financial irregularity

Yes Case Closed Investigation undertaken by internal audit – no case to answer

Surgery & Elective Other (several issues relating to service provision/staff attitude/impact on patient care)

No Case on-going Fact finding meetings taking place w/c 6.10.14 with all staff in the department

Summary Quarters 1&2 (April – September 2014) Number of concerns 10 Business Unit:

- Child Health - Clinical Support - Community - Corporate Services - Estates & Facilities - Medicine - Surgery

0 0 4 1 0 0 5

Nature of concerns: - Compromising patient care - Ill treatment of a patient by a member of staff - Fraud/Financial irregularity - Corruption, bribery or blackmail - Criminal offences - Failure to comply with legal/regulatory obligation - Miscarriage of justice - Endangering the health & safety of any individual - Endangering the environment - Deliberate concealment - Other

1 2 3 0 0 1 0 0 0 0 3

During Quarter 1 there were 6 ‘whistleblowing’ concerns raised. Information is based on formal whistleblowing concerns or concerns raised via another route where the reported concern would fall within the whistleblowing definition. Nature of Concern (as defined by whistleblowing policy)

Raised as a formal whistleblowing concern

One case of failure to comply with legal or statutory obligation

No

Two cases of ill treatment of a patient by a member of staff

No

Two cases of Fraud/Financial irregularity No Compromising patient care Yes (via CQC)

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EWTD Compliance Work continues with the EWTD assurance and we now are providing information at Business Unit level to identify possible issues which are being data cleansed and acted on according to the Business Unit’s TAeR rules and operational responsibilities. There continues to be a high number of exceptions generated within all BUs. Work continues to communicate the importance of regular administration of exceptions within the TAeR system. EWTD Exception Overview

Directorate Number of Breaches Number of Staff Breach Ratio Child Health Directorate 1011 264 3.83 Clinical Support 515 244 2.11 Community Business Unit 54 146 0.37 Corporate Services 1733 566 3.06 Emergency Care and Medicine Business Unit 16556 1982 8.35 Emergency Surgery & Elective Care Business Unit 13808 2333 5.92 Estates and Facilities 4573 524 8.73 Total Breaches 38250 6059 6.31

Business Unit Breakdown

1,011 515 54

1,733

16,556

13,808

4,573

264 244146 566

1,982 2,333

5240

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

18,000

Child Health DirectorateClinical SupportCommunity Business UnitCorporate ServicesEmergency Care and Medicine Business UnitEmergency Surgery & Elective Care Business UnitEstates and Facilities

Num

ber o

f Exc

eptio

ns/S

taff

Exception Overview

Number of Breaches

Number of Staff

Directorate Young Working Hrs (40h/17wks)

Over 18 Working Hrs (48h/17wks) Weekly Rest

Child Health Directorate 0 0 2

Clinical Support 0 0 2

Community Business Unit 0 0 10

Corporate Services 8 0 8

Emergency Care and Medicine Business Unit 0 6 152

Emergency Surgery & Elective Care Business Unit 0 36 138

Estates and Facilities 0 4 65

Total Breaches 8 46 377

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Rest Periods Breakdown

Directorate Daily Rest Rest Break

Child Health Directorate 261 698

Clinical Support 42 471

Community Business Unit 11 332

Corporate Services 174 1524

Emergency Care and Medicine Business Unit 2411 13530

Emergency Surgery & Elective Care Business Unit 1662 11395

Estates and Facilities 219 4238

Total Breaches 4780 31888

0 0 08

0 0 00 0 0 06

36

42 210 8

152

138

65

0

20

40

60

80

100

120

140

160

Child Health Directorate

Clinical Support Community Business Unit

Corporate Services

Emergency Care and Medicine Business Unit

Emergency Surgery &

Elective Care Business Unit

Estates and Facilities

Num

ber o

f Exc

eptio

ns

Exception Breakdown I

Young Working Hrs (40h/17wks)

Over 18 Working Hrs (48h/17wks)

Weekly Rest

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Weekly hours breakdown

Directorate 48 - 48.5 hours

48.6 - 49 hours

49.1 - 56 hours

56.1 - 64 hours 64.1 hours +

Child Health Directorate 0 0 0 0 0

Clinical Support 0 0 0 0 0

Community Business Unit 0 0 0 0 0

Corporate Services 0 0 0 0 0

Emergency Care and Medicine Business Unit 0 0 1 1 4

Emergency Surgery & Elective Care Business Unit 0 0 32 2 2

Estates and Facilities 4 0 0 0 0

Total Breaches 4 0 33 3 6

High number of exceptions

261 42 11 174

2,4111,662

219698 471 332

1,524

13,530

11,395

4,238

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

Child Health Directorate

Clinical Support Community Business Unit

Corporate Services

Emergency Care and Medicine Business Unit

Emergency Surgery &

Elective Care Business Unit

Estates and Facilities

Num

ber o

f Exc

eptio

nsException Breakdown II

Daily Rest

Rest Break

0 0 0 0 0 0

4

0 0 0 0 0 0 00 0 0 0 1

32

00 0 0 0 1 200 0 0 0

42

00

5

10

15

20

25

30

35

Child Health Directorate

Clinical Support Community Business Unit

Corporate Services

Emergency Care and Medicine Business Unit

Emergency Surgery & Elective Care Business Unit

Estates and Facilities

Wee

kly

Wor

ked

Hou

rs

Weekly Worked Hours48 - 48.5 hours

48.6 - 49 hours

49.1 - 56 hours

56.1 - 64 hours

64.1 hours +

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It has been identified within this report that there are a high number of exceptions this quarter. The Workforce Information Systems Team will be analysing this information and working with BU’s to review the impact of these exceptions and confirm whether these are system/operational issues and identify any ongoing risks.

6. Equality & Diversity Update The Trust has been progressing its work as one of 20 organisations nationally to participate in the NHS Employers Equality Partners Programme. This programme will continue throughout 2014 and the Trust has recently launched some new training for Equality, Diversity and Human Rights as well as Equality Champions for which individual staff members can sign up for. Both of these aspects have been positively received. 7. Recommendation to the Board of Directors Trust Board is asked to note the contents of this report. ANN M STRINGER DAVID THOMPSON Executive Director of HR/OD Non Executive Director