1. Workforce Performance Report January 2013 Graeme Armitage Director of HR & OD Caring, safe and excellent 1

2. Headline HR KPIs Turnover Turnover has stabilised again in December, although it remains higher than Oct by 0.4%. The steady trend above target of 12% continues. Staffing stability has reduced again to 85.4%, this continues to indicate that whilst the organisational staffing core is stable, there are some key issues within individual divisions.Divisional breakdowns provide detail of actions being taken. Bank and Agency Usage Increase in Bank and Agency usage is still mainly being driven by increasing levels of absence and turnover. Reduced contracted staffing availability is being covered by external staff through NHSp and other agencies. Forecasts indicate that outturn spend for FY12-13 is predicted to be 10% lower than FY11-12, but still over £6million. Live vacancies Whilst the vacancy rate remained relatively stable between Sept and Dec 12, there has been a slight increase since Oct 12 of 0.5%. Vacancy rates are often skewed where the staffing WTE denominator is small. Recruitment has also recently increased in Specialist MH, Bucks Older Adults due to turnover levels and Prison services due to the end of the Bullingdon contract in March 13. 2

3. Workforce Performance Report August 2012 Headline HR KPIs Sickness /Absence Whilst staff absence through sickness remained at 4% or below through to September 2012, the last quarter has shown an increase in sickness absence of almost 1%. The cost to the organisation of all sickness absence over the last rolling 12 month period is £4.77 million (including all staff groups and salary grades, based on an individuals salary at the point of sickness absence). This cost does not include spend on backfill required to maintain service delivery. This equates to an average of 6321 days or 178 WTE per month across the organisation. £1.5 million of this has been lost to short term sickness (episodes of 7 days or less). The top 3 reasons for sickness to the end of December 2012 continue to be related to anxiety and stress, musculoskeletal problems and gastrointestinal problems. The Health Protection Agency has reported that confirmed cases of Norovirus are up 63% on this time last year. Whilst there has been a reduction in cases over the Christmas period, there is expected to be an increase during January/February 13. To support the reduction of sickness absence the Trust is developing a revised sickness absence policy which will dovetail into the recently approved capability policy. The policy will be agreed in Q4 and implemented and the HR team will work proactively with occupational health to provide training to managers on the new policy. This will ensure new managers will have an understanding of the policy and feel equipped with the necessary skills when dealing with sickness absence cases. In addition all staff on their first day of sick leave will be contacted by their department to determine the cause and likely return by date. Additionally the return to work interview will also be emphasised. If the proposals by NHS employers are agreed to stop the payment of enhancements when staff are off sick, this may have a positive impact on reducing sickness absence in the Trust for staff working shifts. The overall up take on flu vaccine has increased to 24.4%. All Doctors 30.1%, Qualified Nurses 23.2%, All other professionally qualified clinical staff 30.5% and Support to Clinical staff 21.2%. Despite more resource being allocated to a number of locations throughout the Trust the uptake has remained low. This information will be feedback into the Wellbeing group and detailed analysis provided which will identify the costs of administering the vaccine and the time lost through staff being absent from work with flu related illness. The overall up take on flu vaccine has increased to 24.4%. All Doctors 30.1%, Qualified Nurses 23.2%, All other professionally qualified clinical staff 30.5% and Support to Clinical staff 21.2%. Despite more resource being allocated to a number of locations throughout the Trust the uptake has remained low. This information will be feedback into the Wellbeing group and detailed analysis provided which will identify the costs of administering the vaccine and the time lost through staff being absent from work with flu related illness. 3

4. Workforce Performance Report August 2012 Headline HR KPIs SICKNESS ABSENCE – DETAILED BREAKDOWN 4 Short term sickness rates in each operational division have remained between.5% and 2% over the last rolling 12 month period. Trends indicate that the overall short term sickness rate could reduce slightly by March 13. The general static nature of the data, and the consistency of the top reasons for short term sickness on the following page indicate that to date, focus has been on the management of longer term sickness.

5. Workforce Performance Report August 2012 Headline HR KPIs SICKNESS ABSENCE – REASON FOR ABSENCE ANALYSIS December 11 to December 12 The above data clearly shows the largest reason for short-term sickness is related to colds and coughs, across all Operational divisions, closely followed by sickness and D&V. This does start to change as staff are absent for longer periods of time, with anxiety and stress related issues becoming increasingly prevalent in the Specialised and Specialist Mental Health divisions. 5

6. Workforce Performance Report August 2012 Headline HR KPIs Casework Management The graph shows a general reduction in cases relating to staff conduct, but an increasing number of cases relating to disciplinary issues. Whilst casework had reduced overall early to mid 2012-13, casework levels have now risen in the last month. During December the average number of cases in some form of formal HR process was 43. The number of cases in each division is: Mental Health 11 cases Children & Families 11 cases Community 3 cases - although note that ill health capability cases are managed differently in Community and this figure excludes a number of such cases Corporate 5 cases Specialised Services 13 cases The majority of current and on-going cases (58%) relate to disciplinary cases. At the end of the month 8 staff members remain suspended from duty pending investigation or panel hearings. The majority of suspensions from duty are for periods in excess of 4 weeks (average of 19.5 weeks). Whilst this is of concern it is important to note that the figures are distorted by 2 complex cases where individuals have been suspended for periods in excess of 10 months. Progress of each case is kept under regular review and suspensions / restrictions on practice are reviewed at regular interviews to ascertain whether this remains an appropriate action. The Senior HR Business Partners will review HR processes to ensure that delays to casework are minimised as far as possible, for example improving the process for arranging panel hearings. A report of HR casework is presented weekly at the Corporate Clinical Governance meeting. This provides assurance in relation to casework progress and handling; it also allows for an overview of emergent themes or areas of concern. It also allows a review of referrals to LADO. 6

7. Workforce Performance Report August 2012 Headline HR KPIs Workforce Planning Workforce Plans have been created for each division for 2012-13 and the workforce planning process is underway for 2013-14, in line with the business planning and budget setting schedules. The overall organisational workforce plan will form a clear part of the Workforce and Organisational Development strategy, Developing Leadership, People and Culture, currently being drafted. Included in the Workforce plans are Workforce skill mix models which show very little change in overall organisational skill mix since the beginning of the current financial year 2012-13. This is in part, due to the TUPE of a number of large groups of staff into the organisation during the year. There have however, been a number of skill mix reviews linked to specific aspects of service design/re-design within individual divisions. These include review and re-alignment of Bands 5 to 8 clinical staff within Paediatric Physiotherapy,the District Nursing review and the Harm Minimisation Service. Managers across the organisation are encouraged to review skill mix, as part of the standard recruitment process. Given that the graphs indicate little impact at organisational level, workforce plans for 2013-14 will include a review of ‘grade drift’ at divisional level, along with identification of key staffing roles required within service and monitoring of the number of WTE in these roles against the baseline number at 31 st March 2013. 7

8. Specialist Mental Health Services - Performance against Target – All Indicators Note: Some service areas have phased Statutory and Mandatory training targets which may result in achievement greater than 100% ANALYSIS: Turnover: Most wards and pathways are operating within target or close to target. The only exception to report on is Mandalay which did have a turnover of 30%, this was investigated due to connected allegation on the ward and the investigation has found that the proportionately high turnover is mainly due to internal promotions rather than resignation or horizontal movements within the Trust. Overall turnover Overall turnover is within the Trust target at 10.65%, however it needs to be considered that in the months of November and December there were several dismissals on ill health and capability grounds and so this may increase next month. Although, Christmas tends to see a seasonal drop in turnover with employees tending to not resign or look for jobs until the new year. Therefore, this spike may be offset by the seasonal trend. It should however, be noted that in the months of January and February the anticipated seasonal spike and recent dismissals may distorted these figures, taking turnover above the Trust target over the 3 month period. Sickness: Sickness is well above the Trust target at 4.79% this is partly due to an expected seasonal trend in sickness during the winter months and the requirement for staff in contact with patients to have 48 hours clear, before returning to work if displaying symptoms of D&V, short term sickness, like this, accounts for over 1.5%. Cough cold and flu and Gastrointestinal problems when combined are the most common forms of absence which substantiates this There has also been a reported low take up of the flu vaccine which could also be resulting in higher sickness related to Coughs cold and flu or Gastrointestinal problems. Owing to sickness being one month in arrears it is expected that this figure of 4.79% would have increased over the Christmas period due to seasonal trends and low uptake on the flu vaccine. However, even taking into account season short term sickness, long term sickness makes up most of the 4.79% with 2.25% of sickness being long term. There have been two dismissals, for ill health capability, during this reporting period, however, any impact on these figures is likely to be distorted by the seasonal trend. Notwithstanding this, management of long term sickness is still a problem within the division. Areas of concern include: Older Adults North East CMHT, Older Adults North West CMHT, Older Adults CMHT Chiltern, Adults City East CMHT, Adults City West CMHT, Sandford, Cherwell and the Fiennes. All are reporting sickness in excess of 10 % 8

9. Workforce Performance Report August 2012 Specialist Mental Health Services - Performance against Target – All Indicators ACTIONS: Turnover: No action needed as currently within target. Although explainable, the turnover and Mandalay needs to be reviewed, not due to the high turnover, but due to the resulting potential lack of experienced staff on the ward, due to the promotion of staff off the ward. Extra support maybe needed at Mandalay in order to skill up the remaining staff and review the skill mix. Sickness: Increased support from HR, (with the addition of a new HR advisor) to target areas of high absence. This is with effect from January 2013 so is unlikely to show any improvement on the figures for a number of months due to the way in which sickness is reported. Bank & Agency: Bank and Agency spend will continue to be monitored, the investigation at the Fiennes is now concluded which should reduce the need for agency however, sickness remains a problem on the Oxford Older Adult Wards. Issues with the housekeepers on Portland are anticipated to be resolved in the next 4 weeks. Approval has also just been secured to recruit to a FTC housekeeper as although this will be over their establishment, it will be cheaper than using agency and so make good business sense. Vacancies: The division is about to roll out a trial of centralised recruitment, this will mean that a dedicated manager will over recruit to the Trusts establishment, on an on-going basis, meaning staff can be placed when a vacancy arises. This approach will be rolled out over the next 3 months, and is anticipated to have an impact on vacancies, Band and Agency Spend, as the need to go to agency should be vastly reduced and possibly even sickness, as some of the sickness maybe due to staff working too many hours on a sessional contract or feeling overworked due to staff shortages or delays in filling vacant posts IMPACT: Turnover: Slight impact on skill mix on Mandalay ward due to the departure of staff to take on more senior roles within the division. Sickness: Significant impact on staff morale, sickness itself and bank and agency spend due to the high level of sickness across the division, and in particularly in Oxford Older Adult wards. Bank & Agency: Impact on the Bucks Adult ward is mainly focused on budgets as the use of agency is for housekeeping staff. Impact on the Oxford Older Adult Ward is further reaching than just fiscal concerns. Use of agency for qualified staff, although necessary to ensure the wards are safe, may result in a lack of management control, as they are not our employees, inconsistency in staffing levels and quality of agency staff, lack of continuity in personal and increased stress levels of other member other qualified employees, due to these factors. Vacancies: Centralised recruitment should reduce the delay in appointing to bands 3, 5 and 6 to posts. This should in turn have a positive impact on the vacancy rate, but may also have an impact on such factors as sickness, bank and agency spend and turnover, as teams may feel more supported when working with a full compliment of staff on a regular basis and thus having a positive impact on the wellbeing of the workforce. 9

10. Workforce Performance Report August 2012 Oxfordshire Community Services - Performance against Target – All Indicators Note: Some service areas have phased Statutory and Mandatory training targets which may result in achievement greater than 100% ANALYSIS: Turnover This continues at just slightly over the Trust target and has fallen since the previous month (12.4%). The turnover continues to be particularly high in County Wide services which incorporates the re-ablement service, and also with specific community hospitals, namely Didcot, Wallingford and Townlands. Sickness Sickness is above Trust target in all areas of the Division, with the exception of County Wide Services and Oxon Community Management. It is particularly high within Community Hospitals but has started to fall slightly within Local Community teams since the previous month when it was 5.87%. Bank and Agency The Division’s performance since April is an average of 44.2 bank and agency shifts used per week, which is just within the Division’s target of 40-45 shifts per week and significantly below the Trust target of 60 shifts per week. This constitutes 2.5% of the total shifts of the relevant workforce against a target of 4%. Last year’s performance was an average of 120 shifts per week. Agency use has however increased in Community Hospitals since the previous month, the Agency use being mainly attributable to Didcot and Townlands where there are high levels of vacancies and absence. Vacancies The recruitment team are working with the second highest level of recruitment activity within the Trust, currently at c213 recruitment activities, with 52 of these being live. There are 44 vacancies within Re-ablement of which 22 are live vacancies – this is a significant improvement. There are high levels of vacancies within Didcot and Townlands Community hospitals (and this is coupled with high turnover as detailed above ). ACTIONS: Turnover The HR team will review the completion rate in relation to the Exit Questionnaire for the Community Services Division. Following this, the process is being reviewed, so that a more proactive approach is taken by HR in relation to contacting leavers to complete the questionnaire. Additionally, within Local Community teams, the BARM data is being broken down by Locality so that action plans can be focused where they need to be. The first step in addressing high turnover is to get a clearer understanding of where and why staff are leaving and this can also be considered alongside staff survey results. 10

11. Workforce Performance Report August 2012 Oxfordshire Community Services - Performance against Target – All Indicators ACTIONS: Sickness An action plan has been developed to support managers in the Local Community teams in managing the current high levels of absence within the Service. The Business Area Review meeting (BARM) data has now been broken down further within Local Community teams. Ten staff are currently being formally managed via the Capability process due to health or absence concerns. A meeting is arranged with Occupational Health to discuss high levels of muscoskeletal injuries within the Trust and Community Services Division, in particular. The purpose of the meeting is to plan a more pro-active and preventative approach to addressing and managing muscoskeletal injuries. Bank and Agency Bank and Agency use continues to be closely monitored through the BARM and through weekly reports in relation to use within Community Hospitals. Meetings have taken place with individual Agencies and NHSp to discuss performance. Bank/Agency use is being balanced with the use of Sessional contracts, where possible. Vacancies The Divisional HR team are working closely with the Recruitment team to prioritise recruitment for the Division, with Didcot and Townlands Community hospitals being a current prioirty. Over-recruitment for certain high volume vacancies in Community Hospitals is being considered, along with the use of long-term Agency staff whilst other methods of attracting permanent staff are reviewed to ensure safe staffing levels. Reasons for candidate withdrawals should be analysed in these areas where it is difficult to recruit. IMPACT: Turnover It is envisaged that by building up a clear picture of where and why staff are leaving over the coming 3 months, through triangulating the BARM data, Exit Questionnaires and the staff survey results (due in February) that a better picture will be available concerning reasons for leaving, which can then start to be addressed over the following 3 months in focused action plans. Sickness Having more detailed BARM data will help HR and Management support to be focused where it is needed. It is hoped that continuing to progress the sickness absence management action plan within the Locality teams will see an incremental reduction in sickness absence over the coming months and this will continue to be monitored. Impact of a revised approach to muscoskeletal injuries cannot be predicted until an action plan has been agreed. Bank and Agency It is anticipated that the use of Bank/Agency staff will lessen as winter pressures reduce. The use of Bank/Agency staff is also inextricably linked with high levels of absence and vacancy levels at Didcot and Townlands so actions being taken in these areas should impact on usage. Vacancies At present, options such as over-recruitment are still being considered and the root cause of recruitment difficulties at Didcot and Townlands is being analysed so the precise impact of actions is difficult to predict. It is hoped that actions which may include advertising in the press, a recruitment open day at Didcot job centre, response to current adverts and revitalising the job advert that is used may have a positive impact over the coming 2-3 months. Previous press campaigns and targeted support within Reablement have resulted in fewer vacancies, although it remains a priority also to keep up with the turnover rate. 11

12. Workforce Performance Report August 2012 Children & Families Services - Performance against Target – All Indicators Note: Some service areas have phased Statutory and Mandatory training targets which may result in achievement greater than 100% ANALYSIS: Turnover Turnover (12 monthly) has seen a slight increase from Oct of 0.52%. However we have seen a significant decrease in one of the hotspot areas (T4) of 3.11%. With no leavers in November. Psychological Therapies and Liaison is the second highest turnover area at 16.27%. Reasons for leaving are varied e.g. natural wastage/voluntarily resignation and expiry of fixed term contracts. Sickness Sickness November 3.56% v Trust target 3.5% We have seen a slight increase from October (0.37%) mainly in Tier 4 inpatient services and Eating Disorders. This is attributed to a small number of staff who are currently being managed via formal Trust policy and process. Long term cases account for 1.63% and we are managing this effectively with the occupational health department and line managers. The sickness rate compares favourably with the Trusts overall absence rate of 4.45% and is still the lowest % across all four divisions. Bank and Agency Bank & Agency November 3.09% vs. Target 5.0% Agency spend has seen a slight decrease this month of 0.4%, but remains below trust target but slightly above the Trust rate of 2.91%. Agency accounts for 2.9% and Bank 0.2% ACTIONS: Turnover HR is starting to analyse leaver/exit forms (to bear in mind this is not mandatory) and gain local intelligence directly from managers. HR will join the modern matrons forum to discuss/adapt retention strategies and look at possible retainer strategies for the other high turnover unit e.g. Psychological Therapies and Liaison service. HR will continue to work closely with front line managers and feed into the Health and Wellbeing group. A new on line exit questionnaire process has been developed and cascaded to staff; this is accessed via the intranet, a new process/support within HR will follow up leavers, which should improve response rates and information. Workforce will produce a report to show current uptake and which will provide baseline for future takeup. In addition local staff action plans support the completion of informal exit interviews as part of standard process with all staff when they leave as well as the offer for formal feedback through HR Sickness Direct HR interventions will continue and focus on hot spot areas. To note of the 10 staff approaching ½ pay and one staff member approaching nil pay – four have returned to work, two are ill health retirements. Bespoke training is given to services across the division in addition to the L&D Trustwide training course. 12

13. Workforce Performance Report August 2012 Children and Families Services - Performance against Target – All Indicators ACTIONS: Bank and Agency The short term intervention to allow use of overtime (with tight controls) continues – for bands 5 & 6 instead of using expensive agency and a successful recruitment day has seen a significant drop in B& A within hotspot area of Eating Disorders from 17.9% to 6.0% a decrease of 7.6% with excellent use of sessional contracts. Use of locum medical cover is high due to covering long term sick and ER issues regarding on call rotas. To note NHSP do not provide a service across Swindon/Marlborough areas, these areas are the highest users of agency. An action plan needs to be developed to ensure cover is accessed from the preferred provider list /NHSP. Action plans include pro active approach to sickness and recruitment e.g. bespoke training and support. IMPACT: Turnover In Nov 2011 turnover across the division was 10% this steadily increased to 13.29%, most recently across the last 4 months. Reduction in sickness absence and timely recruitment should improve staffing numbers and staff morale. However the traditionally high turnover in hot spot areas is unlikely to show any significant change in the next quarter. Sickness Return of long term sick within CAMHS medics should see a reduction in B&A spend and the return/management of the six staff either retuning to work or retiring should see a reduction is sickness rates over the next quarter 13

14. Workforce Performance Report August 2012 Specialised Services - Performance against Target – All Indicators Note: Some service areas have phased Statutory and Mandatory training targets which may result in achievement greater than 100% Figures for Bullingdon Prison have been excluded from the above statistics, to give a more realistic picture of core workforce issues ANALYSIS: Turnover Across the whole Division the turnover rate has increased from last month and remains above target. Main area of concern remains Bullingdon healthcare which is transferring to Virgin Care. Huntercombe healthcare also above target although this is due to low numbers of people leaving a small team and there is no indication of an underlying concern. Turnover in Specialised Community Services is also above target, specifically Luther St Medical Centre and Addictions. This is due to low numbers of people leaving small teams, no indication of an underlying problem. Sickness Across the whole Division the sickness absence rate has reduced slightly from last month. Main areas of concern are Bullingdon and Huntercombe healthcare. The majority of sickness absence can be attributed to long term absence and these are being managed in accordance with Trust policy. Bank and Agency Across the whole Division the use of bank and agency has reduced from last month although is slightly above the target. Use of agency is high in Prison Healthcare Services and links to turnover, vacancies and sickness levels ACTIONS: Turnover Recruitment processes continuing in Bullingdon healthcare. The Modern Matron in Bullingdon will continue to keep staffing levels under review and has plans in place to use agency / reduce wing based services if necessary. 14

15. Workforce Performance Report August 2012 Specialised Services - Performance against Target – All Indicators ACTIONS: Sickness Managers, supported by HR as necessary, are tasked with ongoing management of sickness absence. Bullingdon - some of the long term cases have returned to work and sickness absence should reduce. Huntercombe – 1 long term case is leaving the Trust; a 2 nd long term sickness case is awaiting Occupational Health Case Conference to either plan return to work or medical discharge. Analyse sickness absence in the Division compared to the other operational services and develop action plan. This sickness absence review will be required to identify if there are service specific issues or whether HR processes are different. The report will need to include long term / short term comparisons, sickness reason comparisons, comparison of professional groups with other Divisions Bank and Agency Discuss possible use of sessional contract shifts with Modern Matron in Huntercombe. Unlikely that sessional will offer a practicable solution due to the small staff group and remote location, although Community Hospital staff in Wallingford may be interested in sessional shifts. IMPACT: Turnover Given the transfer of service to a new provider it is unlikely that the turnover in Bullingdon will reduce although staff appeared relatively positive following a recent presentation by Virgin Care and are now in the process of conducting 121’s. The trend in Specialised Community Services is downwards and this is expected to continue. Sickness Several services have reported staff absence due to norovirus. Together with seasonal illness, short term sickness levels are expected to remain above target in several services. Long term sickness levels are expected to reduce in the early part of 2013. Specialised Community Services – sickness absence level should reduce early in 2013. 15

16. 16 Statutory Training - Trust Actions System development work to refine the further improvements on the reporting system is underway. This will provide even greater clarity of priorities for training within divisions from January 2013 and is on track together with the introduction of a policy monitoring system. More than 3000 staff have been contacted to offer support in completing eLearning as there are eLearning solutions for 50% of outstanding training. The impact is not yet clear although a recent NHS South Central study showed OHFT as third in ‘eLearning completions’. 350 staff have been contacted to seek completion of the ‘local workplace induction’ record by managers on the OTR system. The piloting of e-assessments has been reviewed with NHS South Central and Oxford University Hospitals in order to introduce this from early next year. This provides an alternative to training in specific statutory subjects and can reduce unnecessary training. A ‘course calendar’ feature has been launched within Online Training Records to enable busy line managers to see at a glance all the course bookings made by their staff over coming months. This helps with rostering and should reduce wastage of course places through late cancellations. Divisions are updating their action plans with focus on the higher risk categories and the utilisation of e-learning alternatives to classroom training. An example is attached – Children & Families Division. Within Specialised Services Division, an action plan to prepare staff at Bullingdon Prison for transfer to the new provider will necessarily see a reduction in training performance. Trust performance - December 2012 An overall improvement of 2% on the November 2012 position to reach 84%. The first month in which all divisions have exceeded 80% i.e. reached amber status. Some wards experienced acute staff shortages through December with high levels of sickness, which led to a continuing 6% DNAs, plus cancellations of training places and a 5% increase in places not taken up (at 41%). OCSD turnover at 12% and pressure across the whole Oxfordshire healthcare system has resulted in lower performance for the division.

17. 17 Statutory Training by Division Notes: Activity - each subject area of statutory training without showing individual course types Booked - a committed place on a training course, i.e. a plan to achieve currency of training Not booked - the remaining ‘gap’ where no action has been taken to achieve currency of training ActivityMHSDOCSDSSDC&FSDCorpActivityMHSDOCSDSSDC&FSDCorp Equality & Diversity92%78%93%91%93%Infection Control81%79%82%81%80% Staff115717505511395622Staff2032345110442596505 Trained106013635101264576Trained165127328512098405 Booked1612291Booked611014610517 Not booked813753912245Not booked32061814739383 Fire79%77%84%82%79%Moving & Handling77%76%74%82% Staff115517545501397619Staff115317255491396622 Trained91513454641140488Trained89313134071148510 Booked7242163830Booked917641465 Not booked16836770219101Not booked169336101202107 Health & Safety67%63%86%85%70%PMVA71%41%76%62% Staff541402113102Staff175148710551020244 Trained3688181171Trained1240200805633151 Booked61114 3532212120123 Not booked12512127Not booked15826512918670 Corporate Induction (inc Jnr Doc)78%70%62%79%82%Resuscitation71%74%80%79%55% Staff11135158198144Staff180728799632231330 Trained8724636157118Trained128621317671753183 Booked13 181Booked10880101885 Not booked1192213325Not booked41367095490142 Local Workplace Induction68%36%52%69%65%Safeguarding (adults/children)80%72%82%85%81% Staff1123535419846Staff2137319410572922423 Trained761282813730Trained170423028622495342 BookedNA0000Booked1711736015623 Not booked36225266116Not booked26271913527158

18. 18 Statutory Training - Risk Level 1 – Ward Registered Staff The following courses have been selected as high risk for the highest risk group; All registered staff working on inpatient wards. CoursePerformance % Total Staff Staff Trained Training required Already Booked Action requiredPlaces available in next 3 months Fire Awareness8084267516739Book 128 places & attend150 places up to 31/3 Induction - Local Workplace479645510Managers to input date on OTR Infection Control - Classroom8784173111042Book 42 places & attend479 places up to 31/3 Infection control - Workbook697735312000Completion of workbook by individual PMVA Full Course Teamwork92266244226Book 6 places & attend 33 places up to 31/3 PMVA Full Course Recertification722081506133Book 28 places & attend 70 places 31/3 (55 places not used Apr-Dec 2012) PMVA Short Course Teamwork859682146Book 8 places & attend16 places available in Feb (35 places not used Apr- Dec 2012) PMVA Short Course Recertification7184602416Book 8 places & attend 19 Places available in Jan/Feb ( 72 places not used Apr-Dec 2012) Resuscitation Assessment ABLS & AED7584263021256Book 156 places & attend396 places to 31/3 Resuscitation eLearning ABLS & AED808426651770Completion of eLearning by individual Actions: In conjunction with the Chief Operating Officer and the Director of Nursing & Clinical Standards, new strategic principles for statutory and mandatory training have now been agreed to prioritise patient safety and address staff perception. These include: ― Assign to staff groups a ‘risk’ rating to ensure that those in the higher risk category are given priority access to training ― Assign to each subject a ‘priority’ rating to reflect those with the greatest impact on patient (or personal) safety ― Rebrand ‘statutory & mandatory’ to ‘Patient & Personal Safety Training’ (PPS) from Q1 2013/14 to help shift the emphasis and increase relevance to patient safety. This follows success in other benchmarked Trusts. Impact: Performance target can be achieved within 3 months subject to the following: recruiting to budgetted establishment sickness and turnover being within target the ability to release staff from wards whilst maintaining safe service delivery training places booked are not cancelled and DNAs are avoided.

19. 19 PDRs December – improved to 91%. Within December, 76 PDRs became out of date as the last month of the old cycle of random PDR dates took effect. The main areas affected have been reminded of the need for an interim PDR before the next PDR in Q1. The current gap of 348 (non-medical) individuals without a reported PDR have been identified by name and notified to divisions to ensure managers resolve this by the end of Q4. 50% of these are within OCSD where the Divisional Director is taking action with Heads of Service to complete data entry and/or PDRs. Data cleansing and information on completion dates is being concluded with line managers for two other units (Bucks S&LT and Re-Ablement Service) in which 140 staff have TUPE’d in to the Trust. These will be included in reports from January when confirmed. Numbers 73 22 174 22 57 348 Numbers 10 0 6 20 36