betsi cadwaladr university health board committee paper

Betsi Cadwaladr University Health Board Committee Paper Item: WOD12/26

Name of Committee: Workforce & Organisational Development Committee

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 Appendix 2 – Data Source Information & Explanations

Strategic Theme / Priority addressed by this paper

Making it safe, better, sound, work and happen

Standards for Health services in Wales addressed

2, 24, 25, 26

Equality Impact Assessment (EqIA)

Has EqIA screening been undertaken? 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.

• Development of a draft Equality Objectives and a Strategic Equality Plan (SEP).

• CPG/CSF Equality Leads • Equality Impact Assessment strategy • Equality Impact Assessment Service Reviews • Workforce Information • Strategic Equality and Human Rights Forum •

Workforce & Organisational Development Committee Mar12/DO 2

Recommendations: The Workforce & Organisational Development Committee 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 & Organisational Development Date of report 28th February 2012 Date of meeting 6th March 2012

BCUHB Committee Coversheet v4.0 APPROVED


Staff in Post as at 31 January 2012 FTE (Contracted)

Assignment Count

BCUHB Grand Total 13958.42 16694

BCUHB AOF 3% Shift in Skill Mix January 2012

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 5,673.87 8,093.71 629.99 374.00 -222.01 -67.75

BCUHB Starters & Leavers Starters FTE Leavers FTE Starters V Leavers

January 2012 49.57

70.90

-21.33

Medical Staff in post as at 31 January 2012 FTE (Contracted)

Assignment Count

BCUHB Grand Total 1154.08 1273

Sickness Absence BCUHB Target 4.55%

Absence (FTE)

Available (FTE)

% Absence

Rate

Absence (Calendar

Days)

No Of Episodes

Estimated Cost

December 2011 21877.86 425736.63 5.14% 26079 2638 £1,794,198.91

Overtime expenditure as a % staff costs Overtime

Expenditure £’000

Total Staff Cost £,000 % of Staff Costs

December 2011 225 48,424 0.46% January 2012 215 49,001 0.44%

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

December 2011 1,233 48,424 2.55% 0.80%

January 2012 1,399 49,001 2.86% 0.80%

EMPLOYEE PROFILE

EFFICIENCIES

EMPLOYMENT

Section 1 – BCUHB ORGANISATIONAL DASHBOARD – January 2012


1.1 Staff in Post by Staff Group – 31 January 2012 The table below outlines the current directly employed Full Time Equivalent (FTE) and Assignment figures for BCUHB staff as at 31 January 2012 (Source: ESR).

Staff in Post by Staff Group as at 30 January 2011 FTE (Contracted)

Assignment Count

Add Prof Scientific and Technical 631.14 752 Additional Clinical Services 2517.83 3037 Administrative and Clerical 2492.72 3012 Allied Health Professionals 829.74 1009 Estates and Ancillary 1262.76 1624 Healthcare Scientists 259.78 284 Medical and Dental 1153.08 1273 Nursing and Midwifery Reg. 4799.38 5691 Students 12.00 12 BCU Grand Total 13958.42 16694

1.1.1 FTE Trend

Key Messages:

• As of 31 January 2012 BCUHB employs 16,694 staff, equivalent to 13,958 FTE. • On the 31 January 2011, BCUHB employed 16,821 staff, equivalent to 14,016 FTE

representing a reduction of -127 staff and -58 FTE. • NHS Wales employs 83,735 staff, equivalent to 72,285 FTE (Contracted) [March

2011. Source: ESR Data Warehouse] • NHS Wales employs 4.6% of the working age population of Wales. • Monthly FTE is subject to change, often owing to late submission of payroll forms, as

retrospective amendments are made to employee records.

13650

13700

13750

13800

13850

13900

13950

14000

14050

Mar

10/

11

Apr

il

May

June

July

Aug

ust

Sep

tem

ber

Oct

ober

Nov

embe

r

Dec

embe

r

Janu

ary

1. EMPLOYEE PROFILE

Section 2 – Core Staffing Indicators for BCUHB

Workforce & Organisational Development Committee Mar12/DO

1.1.2 The following graph

group as at 31 st January 2012

1.1.3 The Following bar chart outlines the distribution of st aff between the CPG’s

and Corporate Support Functions

0%5%

10%15%20%25%30%35%40%

Workforce & Organisational Development

Women & Maternal Care

Therapies Executive

Therapies & Clinical Support

Surgery and Dental

Shared Services Hosted Services & Charitable Funds

Primary Care Executive Management

Pharmacy & Medicines Management

Nursing, Midwifery and Patient Services

Mental Health & Learning Disabilities

Improvement & Business Support

Governance & Communications

Executive Medical Director

Community & Specialist Medicine

Children & Young People

Chief Executive

Cancer & Specialist Palliative Medicine

Anaesthetics & Critical Care

Committee Mar12/DO

graph outlines the percentage distribution of staff by st aff January 2012 .

Following bar chart outlines the distribution of st aff between the CPG’s and Corporate Support Functions as at 31 January 2012.

141

56431

1,0671,987

202333

105239

321318

1,1111,732

8463

113401

1,00111

324416

0 1000 2000 3000

Workforce & Organisational Development


Therapies Executive


Surgery and Dental

Shared Services Hosted Services & Charitable Funds

Radiology

Primary Care Executive Management

Planning

Pharmacy & Medicines Management

Pathology

Nursing, Midwifery and Patient Services

Mental Health & Learning Disabilities



Finance




Chief Executive

Cancer & Specialist Palliative Medicine


5

outlines the percentage distribution of staff by st aff

Following bar chart outlines the distribution of st aff between the CPG’s

3,392

4000


1.2 Total Pay Cost by Staff GroupThe following pie chart outlines the percentage total paybill by staff group for

1.3 Total Pay Cost Trend

7%

29%

24%

45,500

46,000

46,500

47,000

47,500

48,000

48,500

49,000

49,500

Committee Mar12/DO

by Staff Group The following pie chart outlines the percentage total paybill by staff group for

Total Pay Cost Trend

14%

15%

5%3%3%

Add Prof Scientific and Technic

Additional Clinical Services

Administrative and Clerical

Allied Health Professionals

Estates and Ancillary

Healthcare Scientists

Medical and Dental

Nursing and Midwifery Registered

Students

6

The following pie chart outlines the percentage total paybill by staff group for January 2012.


1.4 Staff in Post by Staff Group and Pay Band 1.4.1 Additional Professional, Scientific and Technical

1.4.2 Additional Clinical Services

1.4.3 Administrative and Clerical

Committee Mar12/DO

Staff in Post by Staff Group and Pay Band as at 31 January 2012

1.4.1 Additional Professional, Scientific and

November Band 1 Band 2

Band 3 Band 4 Band 5 Band 6 Band 7 Band 8a Band 8b Band 8c Band 8d Band 9 Non AfC Total

1.4.2 Additional Clinical Services

November Band 1 Band 2 Band 3 Band 4 Band 5 Band 6 Band 7 Band 8a Band 8b Band 8c Band 8d Band 9 Non AfC Total

1.4.3 Administrative and Clerical


Band 2

Band 3

Band 4

Band 5

Band 6

Band 7

Band 8a

Band 8b

Band 8c

Band 8d

Band 9

Non AfC

Band 1

Band 2

Band 3

Band 4

Band 5

Band 6

Non AfC

Band 1

Band 2

Band 3

Band 4

Band 5

Band 6

Band 7

Band 8a

Band 8b

Band 8c

Band 8d

Non AfC

7

as at 31 January 2012

FTE %age

13.10 2.08% 41.95 6.65% 44.13 6.99%

165.67 26.25% 110.34 17.48% 71.12 11.27% 92.45 14.65% 46.34 7.34% 29.40 4.66% 11.14 1.77%

4.50 0.71% 1.00 0.16%

631.14

FTE %age 1.93 0.08%

1053.45 41.87% 1086.42 43.18% 263.51 10.47% 45.21 1.80% 38.77 1.54%

26.59 1.06% 2515.90

FTE %age 5.54 0.22%

584.97 23.48% 500.16 20.07% 649.04 26.05% 236.69 9.50% 161.55 6.48% 137.89 5.53% 70.43 2.83% 35.80 1.44% 43.11 1.73% 26.00 1.04%

40.52 1.63%

2491.72


1.4.4 Allied Health Professionals

1.4.5 Estates and Ancillary

1.4.6 Healthcare Scientists

Committee Mar12/DO

1.4.4 Allied Health Professionals

January Band 1 Band 2 Band 3 Band 4 Band 5 Band 6 Band 7 Band 8a Band 8b Band 8c Band 8d Band 9 Non AfC Total

states and Ancillary

NovemberBand 1 Band 2 Band 3 Band 4 Band 5 Band 6 Band 7 Band 8a Band 8b Band 8c Band 8d Band 9 Non AfC Total

ealthcare Scientists


Band 5

Band 6

Band 7

Band 8a

Band 8b

Band 8c

Band 9

Non AfC

Band 1

Band 2

Band 3

Band 4

Band 5

Band 6

Band 7

Band 8a

Non AfC

Band 5

Band 6

Band 7

Band 8a

Band 8b

Band 8c

Band 8d

Band 9

8

FTE %age

161.85 19.44% 326.64 39.23% 254.16 30.52% 57.41 6.90% 17.65 2.12% 11.77 1.41%

1.00 0.12% 2.19 0.26%

832.67

November FTE %age 168.83 13.37% 746.42 59.11% 167.41 13.26% 102.01 8.08% 42.43 3.36% 15.80 1.25% 12.00 0.95%

1.00 0.08%

6.86 0.54% 1262.76

FTE %age

66.44 25.67% 88.40 34.16% 57.85 22.35% 17.63 6.81% 12.92 4.99%

8.55 3.30% 3.00 1.16% 4.00 1.55%

258.78


1.4.7 Medical and Dental

1.4.8 Nursing and Midwifery Registered

1.4.9 Students

Key Messages:

• 38.89% of the workforce are band 1 • 52.23% of the workforce are band 5 • 8.27% of the workforce are medical and Dental staff.• 0.61% of the workforce are Non AfC• ESR data is continuing to be developed to ensure that BCUHB and NHS Wales are able to access accurate and robust data..

Committee Mar12/DO

NovemberAssociate Specialist

Clinical Assistant

Consultant

Dentist

Foundation Yr 1 / Yr 2

Hospital Practitioner

Other Medical

SHO / House OfficerSpecialty Doctor/Staff Grade/Trust GradeSpecialty Registrar / SPR Total



November Band 5 Band 6 Non AfC Total

% of the workforce are band 1 – band 4. % of the workforce are band 5 – band 9.

% of the workforce are medical and Dental staff. workforce are Non AfC

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

Associate Specialist

Clinical Assistant

Consultant

Dentist

Foundation Yr 1 / Yr 2

Hospital Practitioner

Other Medical

SHO / House Officer

Specialty Doctor/Staff

Grade/Trust Grade

Specialty Registrar / SPR

Band 5

Band 6

Band 7

Band 8a

Band 8b

Band 8c

Band 8d

Non AfC

Band 5

Band 6

Non AfC

9

November FTE %age Associate Specialist 77.23 6.69% Clinical Assistant 8.52 0.74%

468.04 40.56% 28.61 2.48%

Foundation Yr 1 / Yr 2 127.00 11.00% Hospital Practitioner 0.81 0.07%

6.62 0.57% SHO / House Officer 34.00 2.95% Specialty Doctor/Staff Grade/Trust Grade 108.95 9.44% Specialty Registrar /

294.30 25.50% 1154.08

FTE %age

2373.76 49.46% 1418.33 29.55% 833.46 17.37% 119.81 2.50% 30.80 0.64%

4.00 0.08% 12.81 0.27%

6.41 0.13%

4799.38

FTE %age 10.00 10

1.00 1

1.00 1

12.00

ESR data is continuing to be developed to ensure that BCUHB and NHS


2.1 Sickness Absence – please note that January’s data was not available a t the time of reporting. 2.1.1 The graph below summarises the average sickness absence rate for

2.1.2 Sickness Data by CPG / Corporate Function

CPG / Corporate Function Absence


Cancer & Specialist Palliative



Mental Health & LDS

Pathology

Pharmacy & Medicines

Radiology

Surgery & Dental



Chief Executive


Finance



Nursing Services

Patient Services

Planning

Primary Care Executive

Therapies Executive

Workforce & OD Shared Services, Hosted Services & Charitable Funds

Shared Services, Hosted Services & Charitable Workforce & Organisational Development

Therapies ExecutivePrimary Care Executive

Patient ServicesNursing Services

Improvement & Business SupportGovernance & Communications

Executive Medical DirectorChief Executive

Women & Maternal Care CPGTherapies & Clinical Support CPG

Surgery & Dental CPGRadiology CPG

Pharmacy & Medicines Management CPGPathology CPG

Mental Health & Learning Disabilities CPGCommunity & Specialist Medicine CPG

Children & Young People CPGCancer & Specialist Palliative Medicine CPG

Anaesthetics & Critical Care CPG

2 EFFICIENCIES

Committee Mar12/DO

please note that January’s data was not available a t the time of

The graph below summarises the average sickness absence rate for

Sickness Data by CPG / Corporate Function for December 2011

Absence (FTE)

Available (FTE)

% Absence

Rate

Absence (Calendar

Days)

522.18 12602.17 4.14% 596 341.11 9965.43 3.42% 401

1265.64 30028.26 4.21% 1687 5922.21 103179.03 5.74% 7227 2885.49 53440.76 5.40% 3104 568.83 9944.85 5.72% 686 324.35 9595.73 3.38% 373 371.99 10155.14 3.66% 484

3050.66 60847.36 5.01% 3503 1335.48 32421.64 4.12% 1633 1091.05 16968.19 6.43% 1308

7.00 279.00 2.51% 7 582.93 12289.47 4.74% 710 130.60 3561.48 3.67% 132 61.40 1919.45 3.20% 63

155.73 2547.24 6.11% 186 67.00 2291.99 2.92% 68

2293.04 31622.60 7.25% 2954 426.04 7419.22 5.74% 436 109.52 3211.36 3.41% 116 25.63 950.45 2.70% 37

143.39 4286.45 3.35% 145

196.59 6209.33 3.17% 223

3.17%3.35%

2.70%3.41%

2.92%

3.20%3.67%

4.74%2.51%

4.12%5.01%

3.66%3.38%

4.21%3.42%

4.14%

0% 1% 2% 3% 4% 5%

Shared Services, Hosted Services & Charitable …Workforce & Organisational Development

Therapies ExecutivePrimary Care Executive

PlanningPatient ServicesNursing Services

Improvement & Business SupportGovernance & Communications

FinanceExecutive Medical Director

Chief ExecutiveWomen & Maternal Care CPG

Therapies & Clinical Support CPGSurgery & Dental CPG

Radiology CPGPharmacy & Medicines Management CPG

Pathology CPGMental Health & Learning Disabilities CPG

Community & Specialist Medicine CPGChildren & Young People CPG

Cancer & Specialist Palliative Medicine CPGAnaesthetics & Critical Care CPG

10

please note that January’s data was not available a t the time of

The graph below summarises the average sickness absence rate for December 2011 by CPG.

No Of Episodes

Estimated Cost

65 £65,845.07 56 £32,402.85

173 £118,027.78 763 £458,493.14 292 £238,468.19 54 £59,725.67 47 £25,322.02 39 £35,449.86

364 £250,162.46 207 £133,629.13 95 £97,072.29

3 £4,794.52 98 £35,094.36 13 £7,501.26

8 £5,973.33 22 £14,957.12 10 £8,478.69

230 £119,819.16 38 £33,953.08 12 £12,648.62

3 £2,309.19 14 £14,278.98

32 £19,792.15

5.74%7.25%

6.11%

4.74%

6.43%

5.01%

5.72%5.40%

5.74%

6% 7% 8%


2.1.3 The graph below summarises the

2.1.4 Monthly Sickness Absence Rates for BCUHB table

Month Absence (FTE)

2010 12 21573.90

2011 01 21846.96

2011 02 17021.77

2011 03 19617.43

2011 04 18510.11

2011 05 18562.94

2011 06 19113.24

2011 07 19318.29

2011 08 18712.18

2011 09 19322.72

2011 10 20994.59

2011 11 21448.63

2011 12 21877.86

2.1.5 Sickness Absence December 2011

4.00%

4.20%

4.40%

4.60%

4.80%

5.00%

5.20%

5.40%

2010 12 2011 01 2011 02 2011 03

Target

Students


Medical and Dental







Committee Mar12/DO

The graph below summarises the monthly sickness absence rates for BCUHB

Monthly Sickness Absence Rates for BCUHB table .

Absence

Available (FTE)

% Absence Rate

Absence (Calendar

Days) Episodes

21573.90 431260.60 5.00% 25575

21846.96 429165.52 5.09% 25805

17021.77 387425.54 4.39% 20113

19617.43 428829.95 4.57% 22945

18510.11 412497.20 4.49% 21886

18562.94 425071.52 4.37% 22063

19113.24 410743.50 4.65% 22639

19318.29 423592.65 4.56% 22931

18712.18 422773.37 4.43% 22076

19322.72 408262.81 4.73% 22982

20994.59 423180.53 4.96% 25076

21448.63 411139.05 5.22% 25489

21877.86 425736.63 5.14% 26079

December 2011 by Staff Group

2011 03 2011 04 2011 05 2011 06 2011 07 2011 08 2011 09

BCUHB Monthly Sickness Rate BCUHB Cumulative Sickness Rate

0.00%

5.23%

1.15%

3.32%

3.32%

3.53%

3.03%

0% 1% 2% 3% 4% 5% 6%

Students


Medical and Dental







11

monthly sickness absence rates for BCUHB .

No Of Episodes Estimated Cost

3352 £1,763,076.47

3093 £1,765,596.34

2394 £1,353,960.69

2659 £1,575,068.81

2231 £1,472,034.49

2146 £1,444,558.24

2451 £1,468,241.51

2307 £1,517,880.53

2079 £1,481,924.65

2416 £1,536,096.09

2497 £1,690,225.52

2785 £1,781,716.48

2638 £1,794,198.91

2011 10 2011 11 2011 12

BCUHB Cumulative Sickness Rate

5.23%

6.60%

6.71%

6% 7% 8%


2.1.6 Sickness Absence Data

Key Messages:

• Sickness absence has generally increased over the period and consequently the Sickness Absence Group will investigate reasons with CPG’s and Corporate Functions.

• The sickness Absence Group is drafting an audit tool, to enable Senior Managers to audit management of sickness absence within their area, and adherence to the Policy

• The Sickness Manager is working closely with Occupational Health to implement the CARE scheme.

• ESR reports are circulated on a monthly basis, and items such as costs, open endedlong term sickness episodes are highlighted.

• Sickness Training and refresher training courses will be delivered across the Organisation over the next few months.

2.2 Agency Locum Spend 2.2.1 Agency Locum Spend by CPG and % of Total Staffing

BCUHB Agency Expenditure byCPG / Corporate Function

Anaesthetics & Critical CareCancer & Specialist Palliative Children & Young People Community & Specialist Surgery & Dental Mental Health & LDS Pathology Pharmacy & Medicines M gtRadiology Therapies & Clinical SupportWomen & Maternal Care Corporate Depts BCUHB Total

Agency /locum spend (amount spent on agency/locum staff as a % of total staffing cost – January 2012

0.00%

0.69%

0% 1%

Band 1

Band 2

Band 3

Band 4

Band 5

Band 6

Band 7

Band 8a

Band 8b

Band 8c

Band 8d

Band 9

Non AFC

Committee Mar12/DO

Sickness Absence Data December 2011 by Pay Band

Sickness absence has generally increased over the period and consequently the Sickness Absence Group will investigate reasons with CPG’s and Corporate Functions.The sickness Absence Group is drafting an audit tool, to enable Senior Managers to audit management of sickness absence within their area, and adherence to the PolicyThe Sickness Manager is working closely with Occupational Health to implement the CARE

ESR reports are circulated on a monthly basis, and items such as costs, open endedlong term sickness episodes are highlighted. Sickness Training and refresher training courses will be delivered across the Organisation over the next few months.

Agency Locum Spend

Agency Locum Spend by CPG and % of Total Staffing

BCUHB Agency Expenditure by CPG / Corporate Function

Agency Expenditure as %age of Total Expenditure

Cumulative % Apr 10 to Mar 11

Anaesthetics & Critical Care 5.12 Cancer & Specialist Palliative 1.75

0.20 3.90

6.55 1.03 0.00

gt 0.00 0.21

Therapies & Clinical Support 0.25 5.09 0.31 2.73

ency /locum spend (amount spent on agency/locum staff as a

January

Agency Spend £’000

Total Staff Cost £’000

% of Staff

1,399 49,001

4.08%

4.35%

5.76%

4.84%

4.78%

3.37%

2.73%

3.70%

3.22%

2% 3% 4% 5% 6%

12

Sickness absence has generally increased over the period and consequently the Sickness Absence Group will investigate reasons with CPG’s and Corporate Functions. The sickness Absence Group is drafting an audit tool, to enable Senior Managers to audit management of sickness absence within their area, and adherence to the Policy The Sickness Manager is working closely with Occupational Health to implement the CARE

ESR reports are circulated on a monthly basis, and items such as costs, open ended and

Sickness Training and refresher training courses will be delivered across the

Agency Expenditure as %age of Total Expenditure

January 2012

5.35 0.33 1.32 3.54 7.83 1.55 1.22 0.00 0.00 0.00 2.80 0.06 2.86

% of Staff Costs Target

2.86 0.80%

Pay Costs

7.23%

5.89%

5.76%

6% 7% 8%


2.2.2 Agency/Locum Spend Trend by %

2.3 Overtime Expenditure

BCUHB Overtime Expenditure by

CPG / Corporate Function

Overtime Expenditure as a %age of Total Expenditure

Cumulative % Apr 10 to Mar 11 January 2012

Anaesthetics & Critical Care 0.62 0.68 Cancer & Specialist Palliative Medicine 0.08 0.12 Children & Young People 0.18 0.14 Community & Specialist Medicine 0.57 0.35 Surgery & Dental 0.71 0.54 Mental Health & Learning Disabilities 0.25 0.15 Pathology 0.09 0.26 Pharmacy & Medicines Management 0.50 0.08 Radiology 0.77 0.38 Therapies & Clinical Support 0.17 0.30 Women & Maternal Care 0.28 0.36 Corporate Depts 0.96 1.06

BCUHB Total 0.55 0.44 2.3.1 Overtime Expenditure as % of Staff Costs

Overtime expenditure as a % staff costs – January 2012

Overtime Expenditure

£’000

Total Staff Cost £’000 % of Staff Costs

215 49,001 0.44

2.3.2 Overtime Expenditure Trend by %

0.00%

1.00%

2.00%

3.00%

4.00%

Mar

10/11

Apr May Jun Jul Aug Sep Oct Nov Dec Jan

0.00%0.10%

0.20%0.30%

0.40%0.50%0.60%

0.70%0.80%

Mar

10/11

Apr May Jun Jul Aug Sep Oct Nov Dec Jan


3.1 Starters & Leavers FTE - 1 January to 31 January 2012 by Staff Group

Staff Group Starters Leavers

Starters v’s Leavers FTE

Starters v ’s Leavers

Assignment Count FTE

Assignment Count FTE

Assignment Count

Add Prof Scientific and Technical 2.23 3 0.09 2 2.13 1

Additional Clinical Services 12.59 16 5.21 7 7.37 9

Administrative and Clerical 5.40 6 11.40 13 -6.00 -7

Allied Health Professionals 4.20 5 7.67 8 -3.47 -3

Healthcare Scientists 5.41 10 7.45 9 -2.04 1

Estates and Ancillary 0.00 0

Medical and Dental 10.10 11 23.94 26 -13.84 -15

Nursing and Midwifery 9.64 11 15.13 18 -5.49 -7

Students

Grand Total 49.57 62 70.90 83 -21.33 -21

3.2 Starters & Leavers FTE - 1 January to 31 January 2012 by CPG/Corporate Function

CPG

Starters Leavers Starters

vs Leavers

FTE

Starters vs

Leavers Assign Count FTE

Assign Count FTE

Assign Count

Anaesthetics & Critical Care 3.80 4 3.00 3 0.80 1

Cancer & Specialist Palliative Medicine 0.00 0

Children & Young People 0.11 1 5.54 7 -5.44 -6

Community & Specialist Medicine 7.64 9 14.94 20 -7.30 -11

Mental Health & Learning Disabilities 7.64 9 12.61 13 -4.97 -4

Pathology 1.00 1 -1.00 -1

Pharmacy & Medicines Management 2.00 2 2.00 2

Radiology 1.12 3 1.67 2 -0.55 1

Surgery & Dental 13.78 15 9.73 10 4.05 5

Therapies & Clinical Support 3.80 4 6.00 6 -2.20 -2

Women & Maternal Care 0.64 1 4.00 4 -3.36 -3

Chief Executive 0.90 2 -0.90 -2

Executive Medical Director 3.80 4 1.00 1 2.80 3

Finance 0.00 0

Governance & Communications 0.00 0

Improvement & Business Support 0.00 0

Nursing, Midwifery & Patient Services 3.41 8 6.51 10 -3.09 -2

Planning 3.00 3 -3.00 -3

Primary Care Executive Management 0.00 0

Therapies Executive 0.00 0

Workforce & Organisational Development 0.00 0

Hosted Services 1.83 2 1.00 1 0.83 1

Grand Total 49.57 62 70.90 83 -21.33 -21

3 EMPLOYMENT


Key messages:

• There are currently no national or local targets relating to Starters & • 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 attainare 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 proces

• 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 Turnover Rates – by Staff Group

Staff Group

Add Prof Scientific &TechnicalAdditional Clinical ServicesAdministrative and ClericalAllied Health ProfessionalsEstates and AncillaryHealthcare ScientistsMedical and Dental Nursing & Midwifery RegisteredStudents Total Turnover Rate %

3.4 NHS Wales Shared Service Partnership (NWSSP) Recrui tment Activity 3.4.1 Recruitment Activity The following information relates to recruitment activity undertaken through the NHS Wales Shared Services Partnership (NWSSP) Employment Services Recruitment team. It excludes Nurse Bank and most Medical Staffing Recruitment.Recruitment activity undertaken by BCU increased over 2011, with a decline in advertising in December 2011 and January 2012 as shown in the following chart. Since 22 December 2011 NWSSP have been working to enhanced vacancy controls.

Committee Mar12/DO

There are currently no national or local targets relating to Starters & 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 attainare 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.

by Staff Group Jan 10 - Dec 10 Jan 11

% Headcount % Headcount

Add Prof Scientific &Technical 8.13 Additional Clinical Services 7.51 Administrative and Clerical 8.42 Allied Health Professionals 7.91 Estates and Ancillary 8.89

Scientists 6.98 27.86

Nursing & Midwifery Registered 5.78 21.05

Total Turnover Rate % 8.85%

NHS Wales Shared Service Partnership (NWSSP) Recrui tment Activity

The following information relates to recruitment activity undertaken through the NHS Wales Shared Services Partnership (NWSSP) Employment Services Recruitment team. It excludes Nurse Bank and most Medical Staffing Recruitment.

ken by BCU increased over 2011, with a decline in advertising in December 2011 and January 2012 as shown in the following chart. Since 22 December 2011 NWSSP have been working to enhanced vacancy controls.

15

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

s. 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

11 – Dec 11

% Headcount

7.71 6.52 7.31 6.85

13.46 7.69

25.28 5.06

36.36 8.44%

NHS Wales Shared Service Partnership (NWSSP) Recrui tment Activity

The following information relates to recruitment activity undertaken through the NHS Wales Shared Services Partnership (NWSSP) Employment Services Recruitment team. It

ken by BCU increased over 2011, with a decline in advertising in December 2011 and January 2012 as shown in the following chart. Since 22 December


In December 2011 and January 2012, the proportion of job adverts that were for internal applicants only was 82% and 92% respectively. However, the proportion of job offers that were made to internal applicants only was 50.5% and 56% respectively.

3.4.2 Starters Processed by NWSSP During December 2011 and January 2012 the proportion of starters processed by NWSSP that were internal was 54.5% and 60% respectively.

The tables overleaf show the number of starters processed by NWSCPG. Again, this excludes starters not processed through the Recruitment and therefore excludes most Medical Staffing and Nurse Bank starters and returners from retirement. From January 2012 NWSSP have been processing Nurse Bank starter forms, and Consultant and Specialty Doctors for Medical Recruitment. This activity is in addition to the table beladds 26 Nurse Bank starter forms and 1 Consultant starter form to the January 2012 figures below.

Committee Mar12/DO

In December 2011 and January 2012, the proportion of job adverts that were for internal applicants only was 82% and 92% respectively.

However, the proportion of job offers that were made to internal applicants only was 50.5%

Starters Processed by NWSSP – Recruitment

During December 2011 and January 2012 the proportion of starters processed by NWSSP that were internal was 54.5% and 60% respectively.

show the number of starters processed by NWSSP Recruitment by CPG. Again, this excludes starters not processed through the Recruitment and therefore

most Medical Staffing and Nurse Bank starters and returners from retirement. From January 2012 NWSSP have been processing Nurse Bank starter forms, and Consultant and Specialty Doctors for Medical Recruitment. This activity is in addition to the table beladds 26 Nurse Bank starter forms and 1 Consultant starter form to the January 2012 figures

16

In December 2011 and January 2012, the proportion of job adverts that were for internal

However, the proportion of job offers that were made to internal applicants only was 50.5%

During December 2011 and January 2012 the proportion of starters processed by NWSSP

SP Recruitment by CPG. Again, this excludes starters not processed through the Recruitment and therefore

most Medical Staffing and Nurse Bank starters and returners from retirement. From January 2012 NWSSP have been processing Nurse Bank starter forms, and Consultant and Specialty Doctors for Medical Recruitment. This activity is in addition to the table below and adds 26 Nurse Bank starter forms and 1 Consultant starter form to the January 2012 figures


Starters processed by NWSSP (BCU) - DECEMBER 2011 Internal External TOTAL FTC Perm Bank FTC Perm Bank Anaesthetics, Critical Care & Pain Mgt 0 2 0 0 0 0 2 Cancer, Palliative Medicine & Clinical Haematology 0 0 0 0 1 0 1 Children & Young People's Services 0 3 0 2 0 5 10 Corporate Services 0 1 1 4 6 7 19 Corporate (Nurse Bank) 0 0 0 0 0 0 0 Emergency, Specialist Surgery & Dental 4 15 0 2 7 0 28 Pathology Services 0 1 0 0 0 0 1 Mental Health & Learning Disabilities 1 4 0 0 4 0 9 Pharmacy & Medicines Management 0 0 0 0 0 0 0 Primary, Community & Specialist Medicine 8 9 0 0 9 1 27 Therapies & Clinical Support 4 3 1 3 1 2 14 Women & Maternal Care 1 7 0 0 0 0 8 Radiology Services 0 1 0 0 0 0 1 NWSSP 0 0 0 1 0 0 1

18 46 2 12 28 15

66 55 121

Starters processed by NWSSP (BCU) - JANUARY 2012 Internal External TOTAL FTC Perm Bank FTC Perm Bank Anaesthetics, Critical Care & Pain Mgt 0 6 0 0 0 0 6 Cancer, Palliative Medicine & Clinical Haematology 4 0 0 0 0 0 4 Children & Young People's Services 9 7 0 2 0 3 21 Corporate Services 3 10 4 3 8 11 39 Corporate (Nurse Bank) 0 0 0 0 0 0 0 Emergency, Specialist Surgery & Dental 1 6 0 1 8 1 17 Pathology Services 1 0 0 0 0 0 1 Mental Health & Learning Disabilities 3 4 0 6 3 0 16 Pharmacy & Medicines Management 0 2 0 0 2 0 4 Primary, Community & Specialist Medicine 3 14 2 0 2 4 25 Therapies & Clinical Support 5 4 0 2 1 5 17 Women & Maternal Care 4 7 0 0 0 0 11 Radiology Services 0 0 0 0 2 1 3 NWSSP 0 0 0 0 0 0 0

33 60 6 14 26 25

99 65 164 3.4.3 Pre-Employment Checks The table overleaf shows the percentage of starters processed during December 2011 and January 2012 for whom all relevant pre-employment checks had been completed before their start date in post.


Dec-11 Jan-12

Pre-employment check summary (number of people)

Internal External ALL Internal External ALL

Percentage of starters (through NWSSP Recruitment) who had all required checks (including CRB) complete at start date:

97% 93% 95% 89% 97% 92%

Percentage of starters (through NWSSP Recruitment)

97% 95% 96% 89% 97% 92% who commenced with all checks complete other than CRB, but with approval from Director of

Workforce & OD

In December 2011, 2 internal and 4 external people commenced in post with outstanding clearances. The external people included a Clinical Psychologist who started without Occupational Health clearance; a Community Veterans Mental Health Therapist who commenced without CRB or SBAR in place; a Health Care Support Worker in Mental Health who commenced with no references, Occupational Health or CRB / SBAR in place; and a Bank Clerk / Receptionist who was outstanding a CRB but did have an SBAR in place on their first day. The 2 internal people commencing in post without all clearances were a Junior Sister in PCSM who had no Occupational Health or CRB certificate, and a Theatre Practitioner who started without CRB or SBAR in place – all clearances are now complete. In January 2012, 11 internal and 2 external people commenced in post with outstanding clearances. The 2 external people were a Domestic Assistant who started without references, and a Community Staff Nurse who started with a reference outstanding. Of the 11 internal people commencing without clearances, 9 were outstanding Occupational Health clearance. A Health Care Support Worker in Mental Health commenced without Occupational Health or CRB / SBAR. A Falls Prevention Coordinator in Therapies & Clinical Support also commenced without CRB or SBAR in place – all clearances are now complete. Year to date, performance relating to compliance with pre-employment checks has fluctuated:

Activity/Month Apr -11

May-11

Jun -11

Jul -11

Aug -11

Sep-11

Oct -11

Nov-11

Dec-11

Jan-12

‘Total number of starters (through NWSSP Recruitment) Who commenced prior to full CRB clearance received but approval given by workforce and OD’

97% 93% 100% 96% 96% 92% 89% 93% 96% 92%

Percentage of appointees ALL checks completed on Day 1

97% 92% 98% 95% 96% 92% 88% 93% 95% 92%

Under the Recruitment and Selection Policy, hiring managers are responsible for ensuring that employees do not commence in post before satisfactory completion of the necessary pre-employment checks, including CRB, medical clearance and references. NWSSP supports this process by obtaining pre-employment checks and advising hiring managers when it is appropriate to agree a start date. In exceptional circumstances, approval can be given by the Executive Director of Workforce & Organisational Development for employees to start pending a satisfactory CRB check. Breaches in compliance normally occur where a hiring manager has gone against the advice given.


4.1 Case Management figures by CPG/Corporate Support Fu nctions

Dis

cipl

inar

y

Grie

vanc

e

B&

H

Whi

stle

B

low

ing

Cap

abili

ty

App

eals

Em

ploy

men

t T

ribun

als

Anaesthetics and Critical Care 6 0 0 0 0 0 0

Cancer and Specialist Palliative Medicine 1 0 0 0 0 0 0

Children and Young People 6 7 1 0 0 0 0

Community and Specialist Medicine 16 3 8 2 1 1 0

Mental Health and Learning Disabilities 16 13 2 0 0 0 2

Pathology 1 1 1 0 0 1 0

Pharmacy and Medicines Management 0 4 0 0 0 0 0

Radiology 0 1 0 0 0 0 1

Surgery and Dental 14 7 4 0 3 0 1

Therapies and Clinical Support 4 1 1 0 1 0 0

Women and Maternal Care 11 0 0 0 0 0 0

Bank Staff 0 0 0 0 0 0 0

Executive medical Director 3 0 0 0 0 0 0

Nursing, Midwifery and Patient Services 31 10 0 2 0 1 1

Planning 8 0 2 0 0 0 0

Shared Service 2 0 0 0 0 0 0 Workforce and Organisational Development 1 0 0 0 0 0 0

Total 120 47 19 4 5 3 5 4.2 Case Management figures Open Timescales

Months Dis

cipl

inar

y

Grie

vanc

e

B&

H

Whi

stle

B

low

ing

Cap

abili

ty

App

eals

Em

ploy

men

t T

ribun

als

<3 months 36 5 3 1 0 2 1

3 - 6 months 19 13 2 1 1 0 2

6 - 9 months 27 5 2 2 1 0 2

9 - 12 months 19 6 3 0 0 0 0

>12 months 19 18 9 0 3 1 0

Total 120 47 19 4 5 3 5

4. EMPLOYEE RELATIONS


Key Messages:

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

• Please note this report does not include oncurrently appealing.

• 29 Grievances are related to job evaluation 4.3 Disciplinary Suspension

Months < 3 Months 3 - 6 Months 6 - 9 Months 9 -12 Months > 12 Months

Grand Total Key messages:

• As a result of the ongoing work in developing the equality and profile monitoring analysis away from just the demography element of the workforcereports that case management is not biased towards annumber of dignity at work cases from ethnic minorities.

5.1.1 Gender

5. EQUALITY & PROFILE MONITORING ANALYSIS as of 31 Jan uary 2012

Committee Mar12/DO

Data for this report has been extracted from the ESR NHS Employee Relations Report which has all open cases for current employees.

Please note this report does not include on-going cases for ex-employees or ex

Grievances are related to job evaluation

Disciplinary Suspension - Summary of disciplinary suspensions by months

Total

6 Months 9 Months 12 Months

> 12 Months

Grand Total

As a result of the ongoing work in developing the equality and profile monitoring analysis away from just the demography element of the workforce, we will be looking to demonstrate in future

that case management is not biased towards any protected characteristic e.g.f dignity at work cases are proportionate to our ethnic group mix or are there more cases

Female

Male

FTE Assignment

Female 10844.26 Male 3114.16 13958.42

EQUALITY & PROFILE MONITORING ANALYSIS as of 31 Jan uary 2012

20

Data for this report has been extracted from the ESR NHS Employee Relations Report which has

employees or ex-employees

Summary of disciplinary suspensions by months

Total

11

5

7

5

5

33

As a result of the ongoing work in developing the equality and profile monitoring analysis away , we will be looking to demonstrate in future

y protected characteristic e.g. are the proportionate to our ethnic group mix or are there more cases

Assignment Count %

13358 77.69% 3336 22.31%

16694

EQUALITY & PROFILE MONITORING ANALYSIS as of 31 Jan uary 2012


5.1.2 Disability

5.1.3 Religious Belief

5.1.4 Sexual Orientation

Committee Mar12/DO

No

Not Declared

Undefined

Yes

Atheism

Buddhism

Christianity

Hinduism

I do not wish to disclose my religion/beliefIslam

Jainism

Judaism

Other

Sikhism

Undefined

Bisexual

Gay

Heterosexual

I do not wish to

disclose my sexual

orientationLesbian

Undefined

FTE Assignment

No 4539.08 Not Declared 135.45 Undefined 9078.02 Yes 205.87 13958.42

FTE

Atheism 477.45 Buddhism 34.30 Christianity 4241.60 Hinduism 111.08 I do not wish to disclose 733.88 Islam 74.88 Jainism 2.64 Judaism 2.50 Other 666.14 Sikhism 8.33 Undefined 7605.63 13958.42

FTE

Bisexual 20.22

Gay 38.75

Heterosexual 5630.03 I do not wish to disclose 468.87

Lesbian 10.55

Undefined 7790.01

13958.42

21

Assignment Count %

5370 32.52% 165 0.97%

10917 65.04% 242 1.47%

16694

Assignment Count %

542 3.42% 37 0.25%

5102 30.39% 116 0.80%

864 5.26% 78 0.54%

3 0.02% 3 0.02%

792 4.77% 9 0.06%

9148 54.49% 16694

Assignment Count

%

24 0.14%

41 0.28%

6686 40.33%

562 3.36%

11 0.08%

9370 55.81%

16694


5.1.5 Ethnic Origin

Ethnic Origin Sum of FTE Assignment Count %

White 2.00 3 0.01% Indian 2.00 2 0.01% Not given 3.00 3 0.02% White – British 3553.25 4272 25.46% White – Irish 71.96 89 0.52% White – Any other White background 2261.36 2661 16.20% White Northern Irish 5.75 8 0.04% White Unspecified 36.65 40 0.26% White English 662.31 787 4.74% White Scottish 59.27 69 0.42% White Welsh 2413.09 2911 17.29% White Greek 2.00 2 0.01% White Turkish 0.64 1 0.00% White Italian 1.00 1 0.01% White Polish 3.00 3 0.02% White ex-USSR 2.00 2 0.01% White Croatian 1.00 1 0.01% White Mixed 7.22 9 0.05% White Other European 51.88 58 0.37% Mixed - White & Black Caribbean 5.42 7 0.04% Mixed - White & Black African 10.49 11 0.08% Mixed - White & Asian 13.96 15 0.10% Mixed - Any other mixed background 10.50 11 0.08% Mixed - Black & Asian 1.21 2 0.01% Mixed - Black & Chinese 1.00 1 0.01% Mixed - Black & White 0.20 1 0.00% Mixed – Asian & Chinese 2.00 2 0.01% Asian or Asian British – Indian 237.90 247 1.70% Asian or Asian British – Pakistani 61.04 63 0.44% Asian or Asian British – Bangladeshi 6.72 9 0.05% Asian or Asian British - Any other Asian background 60.16 61 0.43% Asian East African 2.00 2 0.01% Asian Sri Lankan 5.00 5 0.04% Asian British 3.00 3 0.02% Asian Caribbean 1.00 1 0.01% Asian Unspecified 9.07 10 0.07% Black or Black British – Caribbean 5.00 5 0.04% Black or Black British – African 26.56 28 0.19% Black or Black British - Any other Black background 4.00 4 0.03% Black Mixed 0.67 1 0.00% Black Nigerian 1.00 1 0.01% Black British 2.00 2 0.01% Black Unspecified 5.00 5 0.04% Chinese 20.02 23 0.14% Any Other Ethnic Group 70.98 73 0.51% Filipino 52.10 54 0.37% Malaysian 2.00 2 0.01% Other Specified 15.24 16 0.11% Undefined 3703.02 4533 26.53% Not Stated 480.78 574 3.44% Grand Total 13958.42 16694

Key Messages:

• 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.


• Of the 9 protected characteristics, 2 fields are not included (gendand carer status)

• Work is under way at both National (Welsh Assembly Government) and local (Health Board) levels to address the issues aroundinformation

• It is the WfIS programme board’snew option of disclosure `Prefer Not to Say’.currently on hold – see section 1.1.6 page 42.

5.2 Employee Monitoring Data 5.2.1 Full Time/Part Time

5.2.2 Assignment Category

5.2.3 Age Profile

Full Time

Part Time

Undefined*

Committee Mar12/DO

Of the 9 protected characteristics, 2 fields are not included (gender re

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

It is the WfIS programme board’s aim to achieve a 100% fill-rate which includes a new option of disclosure `Prefer Not to Say’. A data cleanse on equality fields is

see section 1.1.6 page 42.

Employee Monitoring Data

Assignment Category

Full Time

Part Time

Undefined*

Fixed Term Temp

Honorary

Locum

Non-Exec

Director/Chair

Permanent

Undefined

16 - 20

21 - 25

26 - 30

31 - 35

36 - 40

41 - 45

FTE

Full Time

9149.00

Part Time 4808.42

Undefined 1.00

Total 13958.42

Assignment Category Sum of F

Fixed Term Temp 1358.44

Locum 24.74

Non-Exec Director/Chair

Permanent 12556.60

Undefined

Honorary

Grand Total 13958.42

Age Band FTE Assignment

16 - 20 50.48 21 - 25 680.71 26 - 31 1271.36 31 - 35 1425.60 36 - 40 1708.93 41 - 45 2212.49 46 - 50 2536.14 51 - 55 2073.10 56 - 60 1354.21 61 - 65 570.30 66 - 70 64.19 71 + 10.92 Total 13958.42

23

er re-assignment

Work is under way at both National (Welsh Assembly Government) and local (Health employee disclosure rates for equalities

rate which includes a A data cleanse on equality fields is

Assignment Count %

9149.00 9149 65.54%

4808.42 7544 34.45%

1.00 1 0.01%

13958.42 16694

Sum of FTE Assignment

Count %

1358.44 1651 9.73%

24.74 28 0.18%

9.00 9 0.06%

12556.60 14993 89.96%

9.64 13 0.07%

0.00 0 0.00%

13958.42 16694

Assignment Count FTE%

65 0.36% 737 4.88%

1434 9.11% 1687 10.21% 2082 12.24% 2665 15.85% 3034 18.17% 2455 14.85% 1646 9.70% 772 4.09% 101 0.46% 16 0.08%

16694


5.2.4 Length of Service

Key Messages: Work continues to ensure thatGroup (DSRG) is achieved as follows:

• secure changes to the fields and lists of values within ESR to align them with Equality Act 2010 and 2011 census.

• Ensure ‘feeder’ systems (primarlity NHS Jobs)capture are aligned to revised ESR fields.

• Cleanse and upload employee data using electronic form being developed internally - this will be made mandatory

• Self-Service workstream to ensure data is maintained via Self • Develop standard set of reports to meet internal and external (statutory)

requirements. • Undefined employee monitoring fields will be data cleansed

6.1 Statutory and Mandatory Training

December 2011 & January

6. SKILLS & DEVELOPMENT

Committee Mar12/DO

continues to ensure that legal compliance through the Data Standards and Reporting as follows:

secure changes to the fields and lists of values within ESR to align them with Equality Act 2010 and 2011 census. Ensure ‘feeder’ systems (primarlity NHS Jobs) and any forms used for manual data capture are aligned to revised ESR fields. Cleanse and upload employee data using electronic form being developed internally

this will be made mandatory Service workstream to ensure data is maintained via Self Service in the future.

Develop standard set of reports to meet internal and external (statutory)

Undefined employee monitoring fields will be data cleansed

Statutory and Mandatory Training

January 2012 Bed Training CAADA DASH Domestic Abuse Fire Training Inanimate Load Handling Infection Control Manual Handling Competency Assessments Patient Handling Resuscitation Safeguarding Children Level 2 Safeguarding Children Level 3 Violence & Aggression Vulnerable Adults - POVA

0 - 1

yrs

01 - 05

06 - 10

11 - 15

16 - 20

FTE Headcount

0 - 1 yrs 833.84 01 - 05 3733.71 06 - 10 3697.78 11 - 15 2112.31 16 - 20 1245.48 21 - 25 1144.30 26 - 31 727.17 31 - 35 377.44 36 - 40 74.13 40+ yrs 12.25

13958.42

24

legal compliance through the Data Standards and Reporting

secure changes to the fields and lists of values within ESR to align them with Equality

and any forms used for manual data

Cleanse and upload employee data using electronic form being developed internally

Service in the future. Develop standard set of reports to meet internal and external (statutory)

This Period 145 100

1030 188 458 219 399 556 218 43

297 72

Headcount FTE % 956 5.97%

4521 26.75% 4414 26.49% 2567 15.13% 1512 8.92% 1360 8.20% 847 5.21% 422 2.70% 82 0.53% 13 0.09%

16694


Key message:

• As discussed in the Workforce & Organisational Development Committee this is an

activity report. Work is being undertaken nationally and locally to develop approaches which will ensure a compliance report is available.

• BCUHB have successfully assigned competences to Fire and have been manually inputted retrospectively for a 12 month period in order to test and probe effective compliance reporting.

6.2 KSF Progress 6.2.1 KSF Information for December 2011

BCUHB AfC Staff Assignments with Approved KSF Post Outline & Reviews by CPG / Corporate Function

Number of Staff

Assignments 31 Dec 11

No. of AfC Staff


No. of Post

Outlines Assigned

%age of Staff

Assignment s with Post Outline

Assigned

No. of Posts

Assigned Dec 11

No. of Reviews

Undertaken Dec 11

Total No. of

Reviews Undertake n Apr 11 to Dec 11

%age AfC Staff

Assignments with

Review Undertaken Apr 11 to Dec 11

Anaesthetics & Critical Care 450 313 236 75% 0 0 6 1.92% Cancer & Specialist Palliative Medicine 371 328 294 90% 0 0 53 16.16% Chief Executive & Public Health Executive 9 0 0 0% 0 0 0 0.00%

Children & Young People 1324 1210 887 73% 0 5 58 4.79%

Community & Specialist Medicine 4154 3767 2494 66% 0 9 91 2.42% Executive Medical Director & Medical Education 460 449 238 53% 0 0 0 0.00%

Finance 121 118 30 25% 0 0 0 0.00%

Governance & Communications 69 68 43 63% 0 0 3 4.41%

Improvement & Business Support 103 102 47 47% 0 0 0 0.00% Mental Health & Learning Disabilities 1887 1777 1159 65% 0 0 46 2.60% Nursing, Midwifery and Patient Services 1472 1460 1189 81% 0 0 3 0.21%

Pathology 372 356 185 52% 0 0 29 8.15% Pharmacy & Medicines Management 370 370 251 68% 0 12 22 5.94%

Planning 246 238 134 56% 0 7 7 2.94% Primary Care Executive Management 130 109 69 63% 0 0 1 0.92%

Radiology 401 364 229 63% 0 0 0 0.00% Shared Service Hosted Services & Charitable Funds 228 209 117 56% 0 0 8 3.83%

Surgery and Dental 2248 1914 1280 67% 0 0 36 1.88%

Therapies & Clinical Support 1304 1295 968 75% 0 23 127 10.00% Therapies Executive & Research & Development 36 35 17 49% 0 0 0 0.00%

Women & Maternal Care 734 664 511 77% 0 8 66 9.94%

Workforce & OD 160 130 130 100% 0 0 11 8.46%

Total 16694 15276 10508 68% 0 64 567 3.71%


6.2.2 KSF Information for January 2012

Key Messages:

• Guidance has been prepared (see section 1.2 of the Organisational Development section) and issued which will support an improvement in the Performance Appraisal and Development Review compliance rate.

BCUHB AfC Staff Assignments with Approved KSF Post Outline & Reviews by CPG / Corporate Function

Number of Staff


No. of AfC Staff


No. of Post

Outlines Assigned

%age of Staff

Assignment s with Post Outline

Assigned

No. of Posts

Assigned Dec 11

No. of Reviews

Undertaken Dec 11

Total No. of

Reviews Undertake n Apr 11 to Dec 11

%age AfC Staff

Assignments with

Review Undertaken Apr 11 to Dec 11

Anaesthetics & Critical Care 450 313 236 75% 0 0 6 1.92% Cancer & Specialist Palliative Medicine 371 328 294 90% 0 0 53 16.16% Chief Executive & Public Health Executive 9 0 0 0% 0 0 0 0.00%

Children & Young People 1324 1210 887 73% 0 5 58 4.79%

Community & Specialist Medicine 4154 3767 2494 66% 0 9 91 2.42% Executive Medical Director & Medical Education 460 449 238 53% 0 0 0 0.00%

Finance 121 118 30 25% 0 0 0 0.00%

Governance & Communications 69 68 43 63% 0 0 3 4.41%

Improvement & Business Support 103 102 47 47% 0 0 0 0.00% Mental Health & Learning Disabilities 1887 1777 1159 65% 0 0 46 2.60% Nursing, Midwifery and Patient Services 1472 1460 1189 81% 0 0 3 0.21%

Pathology 372 356 185 52% 0 0 29 8.15% Pharmacy & Medicines Management 370 370 251 68% 0 12 22 5.94%

Planning 246 238 134 56% 0 7 7 2.94% Primary Care Executive Management 130 109 69 63% 0 0 1 0.92%

Radiology 401 364 229 63% 0 0 0 0.00% Shared Service Hosted Services & Charitable Funds 228 209 117 56% 0 0 8 3.83%

Surgery and Dental 2248 1914 1280 67% 0 0 36 1.88%

Therapies & Clinical Support 1304 1295 968 75% 0 23 127 10.00% Therapies Executive & Research & Development 36 35 17 49% 0 0 0 0.00%

Women & Maternal Care 734 664 511 77% 0 8 66 9.94%

Workforce & OD 160 130 130 100% 0 0 11 8.46%

Total 16694 15276 10508 68% 0 64 567 3.71%


7.1 Job Descriptions Received: September 2010 – Jan uary 2012

Month Number of JD Received

Sep-10 16 Oct-10 12 Nov-10 31 Dec-10 10 Jan-11 21 Feb-11 31 Mar-11 13 Apr-11 60 May-11 26 Jun-11 22 Jul-11 42 Aug-11 32 Sep-11 51 Oct-11 10 Nov-11 26 Dec-11 5 Jan-12 16 Total 424

7.2 Job Description Received: Clinical Programme G roups / Corporate Functions

Clinical Programme Group / Corporate Function

September 10 – December 11

January 2012

Anaesthetics Critical Care & Pain Management 1 0 Cancer & Specialist Palliative Medicine 4 0 Children & Young People 9 0 Surgery and Dental 20 0 Governance & Communication 33 0 Mental Health & Learning Disabilities 20 1 North Wales BSP (Shared Services) 27 0 Medical Director 7 1 Nursing Midwifery & Patient Services 43 0 Pathology 6 3 Pharmacy & Medicines Management 6 5 Planning 19 0 Mental Health & LDS 18 0 Primary, Community & Specialist Medicine 46 0 Radiology 8 1 Therapies & Clinical Support 36 1 Womens 13 1 Workforce & OD 44 3 Finance 32 0 IM&T 9 0 Medical Records 0 0 Performance & Business Support 0 0 Therapies & Health Science 2 0

TOTAL 403 16

7. Job Evaluation

010203040506070


7.3 January 2012 Panel attendance & JD’s Received by CPG/Corporate Area.

Work Area

Number of panels

available for

Number of panels actually attended

Number of JD received from

each CPG

Anaesthetics Critical Care & Pain 0 0 0 Cancer & Specialist Palliative 0.5 0.5 0 Medical Director 0 0 1 Children & Young People 0 0 0 Emergency & Surgery 3 1 0 Governance & Communication 0 0 0 Mental Health & Learning Disabilities 7 4 1 North Wales SS (Shared Services) 3 3 0 Nursing Midwifery & Patient Services 1 1 0 Pathology 0 0 3 Pharmacy & Medicines Management 0 0 5 Planning 3 1 0 Mental Health & LDS 4 3 0 Primary, Community & Specialist 9 8 0 Radiology 1 0 1 Retired 0 0 0 Therapies & Clinical Support 4 3 1 Womens 0 0 1 Workforce & OD 1.5 1.5 3 Finance 1 0 0 IM&T 3 1 0 Medical records 0 0 0 Performance & Business Support 0 0 0

Therapies & Health Science 0 0 0

Estates 0 0 0

TOTAL 41 27 16

7.4 Reviews, Re-bands & Bedding in Completed

0

2

4

6

8

10


Key Message:

• For the months from November 2011 to end of January 2012, 47 new jobs were submitted for processing.

• The challenge against the OCP process during the early part of November which stopped job matching for new posts has resulted in a significant backlog. This has resulted in a significant backlog and the cancelling of job matching panels.

• Prior to Unison action the processing time had slipped slightly from the target 2 weeks to 3.4 weeks due to the volume of work and the difficulty in obtaining panels during the summer months. Job matching has just recommenced and the figures need to be re-assessed as some of the jobs have now been waiting in excess of 14 weeks.

• The Job Evaluation Team is currently canvassing trained job matchers for extra panels to clear the back log. The time that it will take to process the OCP posts will be determined by the release of job matchers from CPG’s and corporate departments.

• The backlog of bedding in reviews and rebanding applications has now been cleared 8.1 Confidential Advice Relating to Employees (CARE ) Below is the initial level of manager compliance in making referrals for the month of December 2011. Please note the data set is not complete as implementation for some of the CPG’s / CSF’s were part way through the month.

CPG / CSF Go live date Number of Referrals to Care

Numbers of Episodes on ESR

% compliance

Patient services 22.11.11 117 230 50% Primary Community & Specialist Medicine 28.11.11 129 763 16.9% Surgical and Dental 05.12.11 39 364 10.7% Anaesthetics and Critical Care 05.12.11 24 65 36.9% Mental Health & Learning disabilities 05.12.11 3 292 1% Workforce & Organisational Development 08.12.11 2 14 14.2% Children & Young People 08.12.11 10 173 5.7% Planning 08.12.11 10 38 26.3% Cancer & specialist Palliative Medicine 08.12.11 No data available

at present 56 No data available

at present

Key Message:

• It appears that not all managers are aware of which CPG they work in. For example it appears that some managers have identified that they work in ‘Patients services’ as this is titled Nursing, Midwifery and Patient services on the referral form. The referral form has now been updated to show Patient service / nurse executive to help avoid any further confusion.

8. Occupational Health & Wellbeing


8.2 Sickness absence episodes 2010 / 2011 Year Month No of episodes within

the month 2010 December 3352 2011 December 2638 Key Message:

• The number of sickness absence episodes has reduced by 763 from the correlating month the previous year.

8.3 Staff Seasonal Flu Vaccination 2011/2012 This winter season BCU have has achieved its highest uptake of flu vaccination to date and is has achieved a 7% rate above the all Wales vaccination uptake rate.

Health Board Total Staff Staff with direct patient contact*

Immunised Denominator Uptake (%) Immunised Denominator Uptake

Aneurin Bevan 4221 13645 30.9 2776 9011 30.8 Abertawe Bro Morgannwg 3968 17807 22.3 2817 12681 22.2 BCUHB 6425 17094 37.6 4572 12062 37.9 Cardiff and Vale 4313 14628 29.5 3185 10281 31 Cwm Taf 2928 8283 35.3 1906 5495 34.7 Hywel Dda 2951 9860 29.9 2140 6853 31.2 Powys Teaching 423 1867 22.7 283 1006 28.1 Wales 25229 83184 30.3 17679 57389 30.8


1. Organisational and Leadership Development

1.1 Leadership and Team Development for Therapies and Clinical Support CPG: The OD team are currently working with the Clinical Directors to support their development through completion of Facet 5 (personality profiling) and teamscape (team development workshops). The majority have completed their individual facet 5 profile and have received individualised feedback from an OD Manager. The next stage is to work with this group to further develop team and collaborative working. 1.2 Leadership Development – Mental Health & Learning D isabilities CPG An internal development programme has been devised with guidance from the ACOS (Operations) Manager to support the continued development of newly appointed Tier 4 managers, targeting specific development needs. Draft programme including learning outcomes and indicative content has been agreed by the group and will commence in February 2012. 1.3 Clinical/Medical Leadership The draft model for clinical/medical leadership development has been devised and is in the early stages of consultation. The framework for development is underpinned by the newly launched NHS Leadership Framework that brings together the legacy Leadership Qualities Framework and Medical Leadership Competence framework under one holistic framework across all disciplines. It is hoped that some of the first modules can be launched and available to staff in April 2012. 1.4 Developing and Maintaining Team Based Working - Ast on Discussions have taken place with Aston Organisation Development around the Aston Team Based working model. This model comes from the original evidence base research that was carried out by Michael West (2002). It enables a Team leader (via coaching) to lead their team through a journey of development to increased effectiveness. The model and roll out plan are being considered for BCUHB. 1.5 KSF PADR – Performance Appraisal and Developmen t Review 1.5.1 eKSF eKSF has now been locked to all users. Administrators continue to extract last few remaining approved KSF outlines that have not been used to date but will be available in the new BCUHB post outline library in SharePoint. Final reports are being extracted from the system and downloaded. The system will be ready for final data extraction prior to shut down in Mid March 2012. Plans are in place for this information to be stored in line with Data Protection and Information Governance policies.

ORGANISATIONAL DEVELOPMENT


1.5.2 KSF PADR New lean and simplified staged approach to PADR has been communicated to all Managers and staff via Bulletins. New Interim KSF PADR documentation/forms and guidance is now available and has been posted on the Intranet with a link on the Carousel. Briefings sessions with CPGs have commenced to go through the lean process and staged approach. Monthly CPG/CF monitoring report (during ESR roll out) now in place for those areas who do not have access to ESR. A large range of approved KSF outlines has now been extracted from eKSF and are easily accessible on the BCUHB SharePoint library. Drop in sessions and road shows are being planned for managers and staff to increase KSF PADR knowledge and to highlight the benefits. 2. Learning & Education 2.1 Work Experience Work experience placements are still proving to be very popular with students from schools, colleges and Universities and our continuing links with outside agencies such as Careers Wales. Most requested areas for placements include; Physiotherapy, Pathology, Nursing and Pharmacy 2.2 Apprentices Currently there are 17 foundation apprentices and 8 apprentices and they are undertaking their ward placements in various locations across BCU, these being YG, Eryri, Bryn Beryl and for the first time YGC. Both sets of apprentices are working towards a framework that encapsulates Essential skills Wales in Communication and Application of Number, and the new QCF Diploma in Health and Social Care at both Level 2 and 3. 2.3 Health Care Support Worker CPD A group of Support Workers are starting their Level 4 Award through Coleg Llandrillo , and a group of 16 support workers have just started the K101 and Openings course with the Open University. CPD sessions are being advertised soon across the BCU, and places are being offered to Nursing Home staff. 2.4 E-Visioning/Learning Technologies The Intranet pages supporting learning technologies, including e-learning development, are now live on the intranet. NWIS are aiding access to new employees pre-employment to the e-learning induction programme. The aim is to support the new Orientation programme commencing April 2012. W&OD are working closely with Corporate Communications to develop training material for a video channel and a New Employee Website. Funding for development of V&A e-learning has been agreed by Llandrillo College (JISC Learning Grants) and work has commenced to complete the programme. Options for e-learning development to support Customer Services programme are being explored.


2.5 Orientation Programme The Orientation Programme will replace the current Induction for new employees from April 2012. It will run alongside introduction of fixed start dates for new employees. Day one of Orientation will be day one of employment. Local orientation and mandatory elements will be part of the overall programme, with the benefit of a new employee gaining necessary competence prior to commencing duties in their actual workplace. 3. Equality and Human Rights 3.1 Equality Objectives and Strategic Equality Plan The Board have agreed the Strategic Equality Plan in draft prior to commencing wide external and internal consultation. The Strategic Equality Plan (SEP) sets out the Health Board’s arrangements for meeting the agreed equality objectives for BCU. A public consultation meeting is planned for March 1st.

3.2 Informing Service Plans

A communication has been widely circulated to the Board of Directors, Assistant Directors, Chiefs of Staff and Associate Chiefs of Staff informing them of the requirement to ensure that service plans reflect the equality objectives and SEP. Following development of the table for inclusion in the service planning template, one-to-one sessions have been facilitated for nominated CPG/CSF equality leads to strengthen organisational capability and enable CPG/ CSFs to identify objectives in the developing service plans that will assist towards delivering the equality objectives.

3.3 CPG/ CSF Equality Leads

The one to one sessions have been well received to date; most CPGs nominated equality leads have governance responsibilities. They identify barriers to progress as newly developing structures and interim appointments. A role outline has been agreed in collaboration and work is underway to identify competences for the equality lead role and draft a supportive framework to advance their knowledge and skills. CPG/CSF equality leads are supported at CPG Board and/ or quality and safety forums by the Equality Team as requested.

3.4 Disability-related Harassment Inquiry Report The Health Board have received a request from the Equality and Human Rights Commission to set out the arrangements for responding to the recommendations in this report presented to the January WF&OD Committee. A Task and Finish Group will be now established to progress this work. 3.5 Star Chamber Standard for Health Services Stand ard 2 Equality, Diversity and

Human Rights. Organisational wide improvement actions identified at Star Chamber for scrutiny by the Board of Directors across all CPG/CSF functions include:


• CPG and CSF service plans must adequately deliver agreed organisational outcome-focused equality objectives. This requirement is embedded within the planning guidance issued to CPG’s and CSF’s, however this is a new approach for the 2012/13 service plans and requires close scrutiny by Board of Directors;

• Corporate Standards for Health Leads ensure that the equality and human rights

implications of the standard for which they are responsible are made explicit in the self-assessment of progress by CPG Boards. Assurance as to this requirement must be sought at all Star Chambers

A decision has been made by Corporate Governance not to include these actions in the Standards for Health Corporate Improvement Plan; they advise that these two areas are escalated via WF&OD risk register to corporate risk register if deemed necessary. 3.6 Equalities e-learning programme Presentations on the e-Learning package have been facilitated and e learning launched in priority areas /CPG’s. Regular compliance reporting will commence in next WF&OD report. Proposals are under development to accommodate workshop style e learning sessions for staff who may not have access to PC or possess required IT skills. 3.7 Equality Impact Assessment The EqIA strategy is currently under review , following feedback from SharePoint site and proposals staff a for review of toolkit and forms are under development .Equality Impact assessment workshops continue to be held across the Health Board, a recent EqIA workshop was facilitated for the localities team in Caernarfon. The Equalities team continue to coach and support Managers leading EqIA of service reviews and policy development. Current work includes EqIA of WITS Protocol lead by Trystan Pritchard, EqIA of microbiology service review lead by David Fletcher and EqIA of current service reviews led by Sally Baxter and the Planning team. 3.8 EqIA Service Reviews Progress and approach was presented to the Strategic Equality & Human Rights Forum meeting on February 16tth. 3.9 EqIA Financial Decision Making A meeting is planned with the Equality and Human Rights Commission on 24th February to discuss the health boards approach to EqIA of budget setting and financial decision making. The Equalities Team are supporting John Darlington, Assistant Director Planning and Ian Jones, Assistant Director Finance, at this meeting. A demonstration of the e learning package and overview of the human rights in healthcare project will also be provided for the Commission

3.10 Training and income generation

The Equalities Team have been approached to facilitate three training sessions for the Deanery to take place across Wales. This proposal is under development


3.11 Workforce Information

A response to the letter issued to Health Boards across Wales by the CEHR in respect of meeting the requirements of the Office of the Information Commissioner has been provided by BCU and positive acknowledgement of the proposed approach received from David Staniforth, Head of Information Governance ,NHS Wales Informatics Services.

3.12 Items of Significance escalated from the Strat egic Equality and Human Rights Forum (EHRSF)

It was agreed that a letter would be issued quarterly detailing items of significance to Chairs of Board Sub Committees and Chiefs of Staff. The items notified were as follows:

• The importance of conducting EqIA at all stages of the service reviews was emphasised to support transparency, fairness and defensibility of decision making. Service review teams should ensure particular attention is paid to:

o Evidence of engagement particularly at primary care level. o Assessment of impact with regards to the balance between safety of care

through specialisation and local access. o Evidence of engagement with seldom heard groups - e.g. gypsy travelers and

the homeless. o When considering capital/estates development at future stages, clear

evidence of inclusive design principles.

• The Strategic Equality Plan is currently out for consultation until 12th March 2012. Full details are on the internet/intranet.

• An update was provided on the Mental Health and Learning Disability CPG’s work on

equalities and human rights. Good practice noted included CPG guidelines on involvement of service users and carers in recruitment, the use of patient narratives and integration of equality & human rights within governance structures.

• The Forum noted EqIA training figures. There were some CPGs and Corporate

Departments with low numbers trained and these CPGs will be notified.

• The Equality & Human Rights e-learning package has been launched. The target is that 90% of staff will have received training by December 2013. The Equalities Team will contact CPGs/Corporate Departments in due course to roll out the training.

• The Forum noted that no further Welsh Government guidance had been received

about the extension of Age Discrimination Legislation to the provision of goods, facilities and services which comes into force in April 2012. As soon as guidance is received it will be circulated. However it is clear that there may be potential implications for provision of clinical services and any decisions which could be related to the protected characteristic of age. Whilst case law will develop over time it is clear that the intention is that clinically justifiable decisions based on age will be permissible provided they are supported by best evidence, are impact assessed and are a proportionate means of achieving legitimate aims (e.g. age-related screening programmes or child vaccination).


1. Employee Relations The Employment Practices & Business Support Team continues to manage a high number of employment cases across the CPGS. High workload areas include Patient Services and Mental Health, where a high number of disciplinary and grievance cases are being managed. Both areas are dealing with a number of disciplinary cases where the police or social services are involved. Cases which involve the police and/or social services can be complex and often lead to a lengthy or prolonged investigation period. These cases are being monitored closely within the CPGs to ensure the cases progress as swiftly as possible. 2. Organisational Change Policy The BCU OCP progress slowed for a period of time, pending discussion and agreement on specific elements of the Organisational Change Policy and its application. Work has now recommenced and progress is being made to up-date guidance documents available to managers and staff on the ‘Working for You’ Intranet pages. There is a considerable backlog of requests for job comparison exercises, which require line management, Trade Union and Workforce & OD participation. Every effort is being made to prioritise this work to enable the OCP process to progress. 3. ‘Supporting You’ - Core Skills for Managers The Employment Practices team, in conjunction with the Learning and Development team and in partnership with Trade Union colleagues, have introduced a new training programme in collaboration with the Welsh Ambulance Service NHS Trust, Public Health Wales and Powys Teaching Health Board. The course is aimed at developing knowledge and underpinning communication skills, to enable managers to practically apply these skills in effectively managing staff, using the appropriate Workforce & Organisational Development policies. Initial feedback from the course has been extremely positive and booking numbers are high. The course will run monthly throughout 2012 and is expected to be heavily subscribed. 4. Medical Workforce

The Medical Workforce Team continue to manage a significant number of complex employment cases across the CPGs. The Team are also providing support to CPGs as they begin to develop and implement their medical management structures. In addition the Team work closely with the Office of the Medical Director and other Workforce and OD colleagues in Workforce Planning to address the issues of aligning the medical workforce with strategic developments and service changes.

4.1 Medical Workforce Recruitment

There are still some unfilled vacancies on all sites for the February Junior Doctor Change of House. Recruitment activity to fill these posts continues.

The Consultant and Speciality Doctors recruitment activity continues to be high.

EMPLOYMENT STRATEGIES & PRACTICES


4.2 Consultant and Speciality Doctors Job Planning

The Job Planning Project Board meet on a monthly basis to review the action plan and improve/develop processes for Job Planning across BCU.

The Project Manager is working with CPGs to update them on the agreed processes through training, support, attending and monitoring job planning meetings that take place. Initially this will be for the Consultants, however the information held on SAS doctors will also be reviewed and updated over the near future.

A storage SharePoint will be developed and used for audit purposes. This will hold all information related to job planning, guidance information, job planning proforma’s and agreed processes which will be accessible to the Project Team members and identified CPG leads.

Through the Project Team, monthly performance data from CPGs will be submitted relating to the percentage of Job Plans that have been undertaken within the last 12 months. The format of this is currently under development and further information will be provided when the details of this have been agreed.

An information site on the intranet is currently under development.

5. Workforce Policies and Procedures 5.1 New Workforce Policies / Procedures / Guideline s 5.1.1 WP33 Staff Mental Health & Well-being Procedu re This document applies to all employees within Betsi Cadwaladr University Health Board. It sets out how the Board will manage mental ill health within the workplace and promote awareness, prevention and management of stress. Approved by the Risk Management Sub-Committee on the 20th January 2012. 5.2 Draft Policies/Procedures/Guidelines: 5.2.1 WP35 Time Off In Lieu (TOIL) Procedures This procedure applies to all Health Board employees who fall under Agenda for Change terms and conditions. This procedure is to ensure that TOIL is fairly and consistently applied. In the interests of staff welfare and health and safety, the Health Board encourages all staff to take time back that is owed to them under this procedure. 5.2.2 Uniform Guidelines & Dress Code for Nurses, M idwives & Specialist

Community Public Health Nurses This local document is written to support the All Wales NHS Dress Code (WAG 2010) which has been developed to encompass the principles of inspiring confidence, preventing infection and safety of the workforce while also projecting a professional image. Work on the document was completed by the Workforce Policies and Procedures Group on the 17th January 2012.


5.3 Review of Policies/Procedures/Guidelines: 5.3.1 WP14 Leave Procedures Following user feedback, procedural amendments have been made to Section B Maternity Leave & Section C Adoption Leave of the Leave Procedures. The amendments will now be submitted for approval to the Director of Workforce & Organisational Development. 6. Cycle to Work Scheme Betsi Cadwaladr University Health Board are once again partnering with Cyclescheme to administer this benefit. The tax exemption applies on bicycles and safety equipment, usually up to a limit of £1000, as long as the bicycles are used mainly for journeys made between home and place of work. The scheme works by hiring the bike and equipment cost deducted from gross salary. Ownership of the equipment is not transferred to the employee during the loan period, however can be purchased at a discounted rate from the Hire Company. If an individual leaves before the end of the hire agreement, the Health Board will deduct the remaining payments from their final net salary.

The scheme will run, for the second time, within the Health Board from 9 March 2012. This time the scheme will be open for applications for six months – up until 31 October 2012. Road-shows are being arranged and will be publicised shortly.

7. Occupational Health and Wellbeing 7.1 CARE 7.1.1 Implementation of programme On the 22nd of November 2011 the CARE service went live in BCU with the Patient Services Corporate Support Function. On the 28th November Primary Community and Specialist Medicine were the first CPG to go live. There was an initial delay from the expected go live date on the 17th October 2011 due to the requirement to design a temporary database. Subsequently all the remaining CPG / CSF functions have gone live with the four to go live on the 6th March 2012. Resources

• All the 5.4wte support advisers who provide first level support have been appointed and inducted into their post. To support Welsh language requirements one of those appointed to is welsh speaking.

• The 2 wte band 6 case practitioners who provide a tier two level support are pending recruitment.

• Management of the staff is undertaken by a Team Leader within the current Occupational Health establishment.

7.1.2 Engagement of Senior Management As part of the programme roll out 4-8 weeks a presentation with key points was presented to each CPG Board or CSF Senior Management Group prior to going live. Out of 22 planned meetings there is one pending completion.


7.1.3 Training of Operational Managers To date all the 18 planned sessions for managers have been fairly well attended with approximately 20-40 attending each session (data with uptake is pending from OLM pending). 7.1.4 Awareness Sessions for Staff To date all the 18 planned sessions for staff have been partially attended with around 5-10 people attending each session (data with uptake is pending from OLM). General Communication

• Packs of information as introductory briefs have been sent to the senior management of each CPG / CSF to cascade to both managers and staff.

• The has been general notice board brief for staff and article and in the Clebran / talk about / Health Matters newsletters

• Information is available on the Occupational Health and Wellbeing pages 7.1.5 Staff evaluation To date 867 staff have received an evaluation questionnaire to complete and there has been a 182 (21%) response rate. So far initial feedback indicates:

• 67% said that they were aware of the CARE service before contact was made • 83% were satisfied between the time difference from when the manager made the

referral and when the CARE service made contact • 93% of staff felt that support adviser had a genuine interest in them • 96% indicated that they felt at ease during their consultation • 96% felt that their views and opinions were listened to during the consultation • 98% felt that they had sufficient time and opportunity to talk and ask question with

their adviser • 84% felt that the CARE service ‘could not be improved’ in any way as appose to 16

% who felt it ‘could be improved’. • 70% felt the advice that they had received had helped them • 84% felt that the CARE service ‘could not be improved’ in any way as appose to 16

% who felt it ‘could be improved’. 7.1.6 Compliance of manager referrals It is early days to provide full feedback on manager compliance, as information is reliant on the ESR database which is not available until the following month. 7.1.7 Compliance from staff To date (from 22.11.12 to 08.02.12) there have been 1284 referrals made to the service.

• 67.5% have consented to having a consultation • 9.5% have declined the service • 23% of staff have not been able to be contacted by phone.


7.1.8 Future focus

• Finalise roll out of programme - all BCU will be live from 06.03.12 for the remaining CPG / CSF’s

o Finance o Therapies executive o Business Improvement and support o Primary Care executive

• Build on further communication to ensure staff and managers are aware of the service

• Consider a long term database solution • Provide some additional training dates for managers / operational staff to capture

those who may not have attended to date. • Recruit to the vacant case practitioner posts • Continue with the evaluation of the service

7.2 Corporate Health Standard The Corporate Health Assessment is being conducted on the 8th and 9th March 2012.


1. Workforce Informatics and Governance 1.1 Workforce Information Systems (WfIS) Programme 1.1.1 Equality Reporting Workstream In order to meet the Equality Act 2010 Welsh Specific Reporting Duties, BCU HB has highlighted with McKesson and the NHS Wales WfIS Programme Team the developments required on ESR to meet the Welsh Specific Reporting Duties. This has resulted in agreement that `Gender Re-assignment’ and `Carer Status’ fields are to be included in ESR. The timeline for these additions is to be advised. 1.1.2 Occupational Health Bi-directional Interface Cwm Taf and Hywel Dda Health Boards are the two pilot sites that will participate in the ESR Bi-directional Interface between the Cohort Occupational Health System and ESR. A presentation/workshop outlining the benefits of this interface will be provided during March 2012, with all local WfIS Programme Leads being invited to attend the session. BCU is the only Health Board in Wales not using Cohort, and there are no plans to move to Cohort as it is a non functional system, and we are in the early stages of negotiating moving to OPAS (which does interface with ESR). The implications of this will be presented to the WfIS Programme Board for consideration. 1.1.3 Data Standards and Reporting A revised Data Standards Programme is being established to address the business priorities for workforce data for 2012-13. In support of the Modernisation of Scientific Careers, a national review has commenced to consider the coding of healthcare scientists in ESR. In addition, discussions are taking place with NWIS representatives to align workforce coding to the new Pathology Laboratory Information Management System (LIMS) System. Recommendations to utilise Level 2 Sickness Absence Reasons in ESR are being finalised and are scheduled to be presented to the next WfIS Programme Board. The Data Standards & Reporting Group has progressed a number of key issues. In summary, the key highlights include:

• A BCUHB response has been provided to the all-Wales Data Standards Group questionnaire in relation to future ESR requirements.

• Implementation of recording of Industrial Action in ESR has taken place. • Group members attended the “ESR Release 13 Briefing Webinar” and subsequently

the Group has implemented all necessary requirements relating to Self Service Absence Calendar, Annual Leave Calculator in Self Service, absence management changes, recruitment changes, “Right to Work” fields changes and payroll checking reports.

• Identification of in excess of 3000 ESR records with assignment status of “Suspend no Pay” or are inactive assignments and subsequently commenced data cleansing exercise as a result of identifying those records.

• A review of ESR User Responsibility Profiles (URPs) has taken place and this has highlighted a number of URPs which may no longer be required by the user. As a

WORKFORCE DEVELOPMENT & SERVICE IMPROVEMENT


result the access to those URPs will be “end dated”, with ongoing monitoring to continue in the future of URP allocations within BCUHB.

• Development of a Workstructures & New Positions Request Form. • Development of an ESR Confidentiality Statement. • Implementing Career Breaks/Unpaid Leave changes in ESR. • Identification of BCUHB Leads for roll-out of NHS Jobs 2. • Liaison with Velindre NHS Trust in relation to ESR Workstructures, Occupation

Codes, Payslip Deliveries etc for the transfer of NWSSP employees to Velindre NHS Trust.

1.1.4 Self Service Project Manager Self Service Phase 1 implementation is now complete with over 3000 ESR Employee Self-Service users now able to view their payslips on-line, update their personal and equality details and in some cases view the on-line training catalogue and book their places on courses directly. A qualitative and quantitative review is in progress. A workshop is planned with Shared Services Employment Services to map the changes required to Recruitment and Payroll processes as a result of the Inter Authority Transfer (IAT), Self Service and NHS Jobs functionality. Phase 2 implementation will commence with Corporate Functions. 1.1.5 OLM Project A standardised OLM training catalogue has been developed and is now in use in all organisations across NHS Wales for mandatory and statutory training. For the first time, this will enable NHS Wales to have transferability of competences aimed at reducing unnecessary repeat of mandatory training. The training catalogue will be further developed to include all NVQ qualifications, locally accredited training, ILM accredited and NLIAH training. At present BCUHB are seeking to attach competences to a mix of business group (where a mandatory requirement for all staff), staff groups (where a mandatory requirement for a staff group) and position numbers (where a mandatory requirement for groups of posts). McKesson and the NHS ESR Team are going to upload competences for BCUHB Statutory & Mandatory courses: BCUHB would also like to add CAADA DASH/Domestic Abuse 3 years at business group in line with our statutory/mandatory training policy, however, there is no national competency set up for this. In addition to this BCUHB will be carrying out work assigning competence to courses and activity and BCUHB have successfully assigned competence to Fire and have been manually inputting retrospective data for a 12 month period in order to test and prove effective compliance reports. This has been achieved in pilot phase. This work supports BCUHB’s organisational Statutory and Mandatory training policy. BCUHB understand that no organisation has progressed to the attaching of competences to Positions or Business Group for mandatory training and compliance reporting as yet. NHS Wales is currently working with Skills for Health, NHSIA and Welsh Risk Pool to define and agree the 8 core mandatory competences and refresher periods on a UK basis. This will mean that Wales, England, Northern Ireland and Scotland will have agreed objectives, learning outcomes, assessment and refresher periods that will enable transferability of competence and compliance throughout the UK. The timeline for completing this work is March 2012. BCU HB will consider phasing their OLM work and commencing with the


position level competences between now and March, and progressing to the business level competences in April when we should have some consistent agreement on the 8 core mandatory competences. 1.1.6 Equality Data – Information Governance and Se curity Following the Equality Data Governance and Security Report submitted to the national WfIS Programme Board on 14th November 2011 (jointly prepared by the Director of NHS Wales Centre for Equality & Human Rights and Head of Information Governance, NHS Wales Informatics Service) BCUHB formed an Equality Reporting Task & Finish Group, which has reported to the BCUHB WfIS Programme Board and the Human Rights Strategic Forum. The Equality Data Governance and Security Report proposed, and the WfIS Programme Board subsequently endorsed, the recommendation that technical solutions needed to be sought around:

• Use of valid consent including appropriate informing • The provision of appropriate access controls which limit the access to those with a

need to know and for the purpose established • Use of aggregate data or adequately anonymised data

The Executive Director of Workforce & OD has now written formally to the authors of the report to advise that consideration has been given to the three main issues raised in the report, which required clarification by organisations prior to proceeding to collect and store equality data. To enable BCUHB to improve equality data held, an e-Equality Form and paper based Equality Form have been developed, which will be distributed to all existing employees of the Health Board, along with ensuring that the form is used for future applications through NHS Jobs. In relation to three main issues, BCUHB intentions will be:

• Consent To ensure that all applicants and staff are aware of the purpose of collecting Equality data, where it will be stored and how it will be used and that they give their consent we will include an appropriate statement and employee declaration to consent on the Equality Form that is to be distributed to existing staff and used for new applicants through NHS Jobs. We will delete all existing equality data that has not had the consent of staff when previously provided, and will upload the new equality data that has been sought with the appropriate purpose, storage and usage explained, and consent gained.

• Access Controls To ensure that we have appropriate access controls which limit the access to those with a need to know and for the purpose established, we will seek clarification surrounding which User Responsibility Profile’s (URP) have Equality data attached to them and then review existing URP allocations to ensure only staff who need access to equality data have the access and terminate as necessary. Following the initial URP allocation review we will introduce a three monthly URP allocation check to ensure we remain compliant, and all staff who have a URP will be issued with a electronic URP form which they will be asked to confirm that they will comply with the confidentiality and access statement. For all new applications for URP’s, the electronic application form will include the same confidentiality and access statement which they will be asked to comply with, and we will look at attaching the URP to a position which will mean that when an employee changes position within the organisation, the URP will be terminated.


• Use of Data The review of existing URP allocations that we will carry out to support Access Controls will also support the controls for Use of Data. To ensure that we comply with the Data Protection Act and ensure that identification of individuals is not possible, we will include on the electronic URP form a statement surrounding the use of Equality Data and that Equality reporting should only be carried out for a specific purpose. Wherever possible we will only use NHS iView for Equality Reporting as this ensures that data is aggregate, anonymised and rounded. We will ensure that any other Equality reports are aggregate and anonymised, and that equality reporting will only be carried out by agreed personnel in Workforce and Organisational Development and Payroll and Recruitment Services. We will progress the development of an Equality URP. 1.1.7 Workforce Development & Education A review of current ESR training provision has been undertaken in conjunction with the NHS Central Team, NHS Wales National Special Interest Group Chairs and McKesson. The review has identified additional course requirements including Oracle Learning Management (OLM) and Self Service. This will reflect the NHS Wales position more accurately. Also it was identified that delivery of training needs to include more web-ex sessions, interactive “how-to” guides and e-learning. This has been requested accordingly. The outcome of this education review will be available in March 2012. 1.2 NHS Jobs and new e-CRB Service The Department of Health (DH) has announced that the contract for the new NHS Jobs has been awarded to Methods Consulting in partnership with Jobsite and Atlantic Data. The DH has published details of the new service and transition timetable, with further information available in the coming weeks. The functionality, look and feel of the new service will be a significant improvement on the current service, with the eCRB service being offered to organisations prior to the main service going live. The new service will benefit from new functionality resulting in a significantly enhanced user experience. The new service will include major improvements to:

• application forms • longlisting • shortlisting • talent pools • restricted adverts – internal, redeployment, newly qualified staff etc. • electronic communications – interviews, job offer, references etc. • reporting • support for organisations operating shared services.

There will also be a number of new features including:

• eCRB • advert authorisation • text messaging – free to NHS organisations via NHS Mail • end-to-end tracking – vacancy, appointment, pre-employment checks • HR department SLA management and reporting • interview scheduling and online booking.

BCU HB will be part of the NHS Jobs project team to ensure that the new service meets the needs of the NHS Jobs’ core user base. Once the design has been agreed, the DH and


Methods Consulting will be attending a series of regional events to demonstrate the new service. eCRB will be provided as an additional service priced on a per application basis. The service will be provided by Atlantic Data who already provide eCRB services to a number of trusts. Advantages of eCRB include:

- Reducing the overall administration time to process a CRB check. - No manual checking of paper forms, no postage costs and reduced processing times

at the CRB by at least 5 days. - Eliminating all the usual rejections from CRB due to incorrectly completed forms.

The current Atlantic Data eCRB service currently experiences 0% rejection rate from the CRB.

The service will be delivered in two phases:

Phase 1 The NHS Jobs eCRB service will start being available to organisations from the start of March 2012. Organisations which currently use Atlantic Data’s eCRB system, and those that register their interest, will be supported onto a specially developed system tailored to the organisation’s needs. This new service will include online training, the eCRB application, a comprehensive suite of management reports and real time access to financial information.

Phase 2 NHS Jobs new service is expected to go live in October 2012. Service migration will be largely seamless with adverts, part completed appointments, user accounts etc. being transferred from the current service.

1.3 Local Partnership Forum Local Partnership Forum Update The Local Partnership Forum has met once during the period. A representative of the NHS Wales Shared Services Partnership (NWSSP) attended to present details of the proposal to implement an e-expenses system within the Health Board. The NWSSP is currently managing the procurement of a system on behalf of the eight LHBs in NHS Wales. E-expenses is an automated expense management system which will allow claimants to submit expense claims electronically via a user-friendly, web-based service, which will then directly interface into the ESR system and thus replace the current manual paper-based system. The Forum discussed and debated on a variety of topical issues, including the standing agenda items in respect of Organisational Change, Workforce & OD, Finance, Performance and Planning. The Executive Director of Nursing, Midwifery & Patient Services also gave a detailed update on a variety of issues including Fundamentals of Care, Dignity in Care, the planned BCUHB Nurse Engagement Survey, and an update following the recent Healthcare Inspectorate Wales (HIW) Review in Ysbyty Glan Clwyd. A detailed update was provided in relation to “Healthcare in North Wales is Changing”, with the main messages regarding the case for change being highlighted to the LPF. It was agreed that the significance of this piece of work cannot be underestimated and that Trade Union representative involvement at all stages will be crucial.


1.4 Workforce Performance & Intelligence

1.4.1 Workforce Configuration The Workforce Performance and Intelligence support provided for the March 2012 Integrated Workforce Planning Process is coming to a conclusion as the 11 Workforce Configuration Tools used to forecast each of the Clinical Programme Groups future workforce are finalised by the Workforce Information Officers. These will be amalgamated to represent the BCU future Workforce Configuration 2012 – 2017 which will suport the Integrated Workforce Plan Narrative which will be in draft form by the end of March. 1.4.2 Workforce Information Reporting System Aside from the support provided to workforce planning and standard reporting, a number of ad hoc workforce intelligence requests are made on a regular basis. In order to improve this provision we have introduced an ESR/Workforce Information Reports Request System. The system is Web Page based and requires the requestor to complete a Request Form, once received the request can be monitored via the Request Log. The system is hoped to provide clarity on the request parameters and date required by and so improve the efficiency and timeliness of the report being produced. In the longer term we hope to identify common requests and develop a standard suite of reports to support these as well as being able to develop reporting functionality within departments supported by training and a user guide library. 2. Workforce Modernisation 2.1 Workforce Modernisation -Job Evaluation and Ter ms and Conditions

2.1.1 Job Evaluation

A report was received from the All Wales Job Evaluation Unit confirming that the A&E receptionists within North West Wales was robust at a band 2.

2.1.2 Terms and Conditions of Employment

The All Wales On Call Proposals were rejected by the Trade Unions following ballots across Wales of TU members. Negotiations have recommenced and the status quo has been maintained.

Discussions have been held with CPGs regarding the requirement for the payment of local RRP’s for some staff employed within the Forensic Secure Unit at Bryn Y Neuadd, Chaplains in East and West and Pharmacy staff employed within the West. The current RRP arrangements arose from AfC implementation and were paid as an alternative to pay protection and therefore only apply to limited numbers of individuals not the staff group as a whole. A paper will be submitted to the partnership forum in March recommending that the Chaplains and Pharmacy payments cease. The Mental Health and Learning Disability CPG is currently reviewing the recommendations relating to the Forensic payment before making a final decision.

Work is ongoing with the Nurse Bank looking at how bank staff are utilised and rewarded. The Workforce Modernisation Team is leading on this piece of work including representatives from payroll, recruitment, finance, bank nursing team and staff side.


2.2 Workforce Planning and Transformation 2.2.1 Integrated Workforce Plan 2012 – 2017 Current Progress Since December 2011 the Workforce Modernisation Managers have been working closely with the Clinical Programme Groups (CPGs) to facilitate delivery of individual CPG workforce plans through a number of methods, including meetings and interactive workshops. The overall BCUHB plan is being produced from these. As a result of this the following has been completed:

• Workforce profile summaries provided for each CPG • Analysis of current workforce configuration by CPG including age profile, skill mix ,

full time v part time ratio • A populated Workforce Configuration Tool(WCT) in the required format which

demonstrates a graphical view of the workforce for each CPG, and can assist CPGs in workforce modelling including forecasting workforce costs and savings

• Retirement and Turnover analysis undertaken and assumptions produced based on last 3 years trends , by staff groups and professional occupations

Work has commenced on the expectations, skill mix and staff numbers of the future workforce configuration within CPGs, the detailed work includes:

• Looking at potential retirements within the next five years, and using these as an opportunity to reconfigure the service and workforce

• Review of current skill mix and future skill mix required, to ensure that there is appropriate distribution of skills and roles across the CPGs, to ensure safe and quality services.

• Shift of the appropriate workforce from secondary care to community settings • Introduction, where possible of new roles such as Assistant Practitioner and

Advanced nurse practitioners • Consultant led and delivered services • Workforce implications arising from service developments • Having a meaningful workforce plan that is financially viable and is integrated with

service and planning Commencement of this work has highlighted a number of challenges which indicate that the organisation’s expectation of delivering a fully integrated workforce plan may not be realised within the timescales as previously indicated. Key challenges include the following:

� Service reviews are outstanding across a number of CPGs and therefore any potential workforce implications will not be captured within this workforce plan.

� The Operational Plan is not in place, this will be required to provide clarity on the delivery of services at a sustainable level both from a finance, service and workforce perspective.

� Activity plans have yet to be finalised and therefore the workforce implications are not clear.

� Further agreement will be needed on the strategic changes necessary to achieve sustainability which may impact on the workforce

As a result of all of the above, it is anticipated that the 2012/17 Integrated Workforce plan will represent the following:

� Service priorities for the next financial year and high level workforce implications � Current to future workforce configuration showing a small reduction in workforce � Known service developments and workforce implications for 2012/13 � Education commissioning numbers for professional groups, but this will be based on

current services and the likelihood that forecasting will be around turnover and retirements only and not future service changes


� Potential new, extended and changed roles highlighted � issues affecting smaller professions or departments where vacancies or difficulties in

recruiting one or two staff could have a major impact on service delivery locally or could highlight a national issue

� Submission of a fully populated Workforce Configuration Tool in the required format, for the Workforce Development Unit – NLIAH, which will show the shape and direction of the anticipated workforce but will only be based on the current “known’s”.

Accordingly the integrated workforce planning process for 2012/17:

� will not demonstrate the financial savings through the workforce that will deliver the required savings to achieve sustainability;

� describe all changes in service and the workforce implications for the full five year workforce planning period and as a consequence may not indicate the true education commissioning numbers, which may lead to under or over commissioning.


Staff Group Job Roles include


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


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


Data Source for reports: ESR/Finance System/eKSF ESR measures staffing levels in three ways; FTE, Assignment Count and Headcount – what is the difference? FTE (full time equivalent) which is calculated by dividing the employee Contracted Hours by the position Standard Hours i.e. Standard Hours for a nurse are 37.5 per week and if an individual nurse is contracted to work 18 hours per week the FTE is calculated as follows; 18 / 37.5 = 0.48 FTE. Headcount is the count of the number of individuals working for the organisation as every individual has a single ESR record. However, when this information is drilled down to staff group or CPG or pay band etc the overall headcount will increase as some staff hold more than one post and work across staff groups and CPGs and as a result are double counted in the headcount. Assignment Count is the count of the number of assignments rather than heads as some employees hold more than one post within the organisation and, as a result, they have a single ESR employee record with multiple assignments attached.

Throughout this report the measure of staffing numbers determined by the information being presented, for example, the KSF reports are measured in assignment count as each assignment requires a KSF post outline and review whereas in the Equality report headcount is used as equality data is entered only once against the employee record rather than against each of the attached assignment records.

APPENDIX 2

betsi cadwaladr university health board committee paper

Documents