· web viewgk asked all members of the committee to raise awareness via word of mouth. cp asked if...

Summary of Assurances, Risks and Items for Escalation from Workforce Committee Held on 16th September 2019

Key items considered by the committee / group:[Summarise the main points on the agenda including anywhere the committee was unable to obtain assurance or there may be an adverse impact for the Trust (e.g. potential impact on: strategic progress, compliance or patient safety).Consider whether the agenda fit for purpose – e.g. linked to the terms of reference and the work plan for that month]

Update - 2019/20 Corporate Priorities. See below.

Update - Freedom to Speak Up. One new case has been reported in Q2. The total number of cases for 2019/20 is four. Recent National Guardians Office publications have been reviewed and incorporated into the work plan.

Update – Equality, Diversity and Inclusion. See below.

Update– 2019 Staff Survey - Launched week commencing 16/09/2019. It will run until the end of November 2019. Target completion rate of 60%.

Update – IIP Review - 24 month review included a staff survey with a response rate of 23% . The survey results were mixed with areas of deterioration and improvement. The assessor has identified area’s requiring attention prior to the full assessment in July 2020.

Update – Flu Campaign - Due to commence on 01/10/2019. Vaccine will be offered to 100% of staff. The national target it 80% of frontline staff. Detailed planning has taken place and a comprehensive implementation plan prepared.

Update – Occupational Health - A detailed report outlining the activity of OH. See below regarding the MH Lead business proposal.

Report – DBS Streamlining Process - The national and regional recommendation is not to move to the update service due to a number of administrative difficulties. NHSE, DBS and the D0fH are considering the issues.

Report – Mid –Year Workforce Plan at 31/08/2019 - Vacancy position - 213.23 WTE. Forecast end of March 2020 -56.80Unscheduled care vacancies:Paramedics -48.43 WTE. Forecast end of March 2020 -1.56CCA’s -144.03 WTE. Forecast end of March 2020 -88.76Student Paramedic Pipeline:Year 1 - 20 WTE commencing training on 30/03/2020Year 2 - Graduation dates: 18 WTE in September 2019; 19 WTE in January 2020; 18 WTE in Q4.Emergency Operations Centre (EOC)Vacancy position -23.43 WTE. Forecast end of March 2020 -1.66Clinicians (B6) Vacancies - -37.51 against an agreed establishment of 77.68 WTE. Note - Currently 16.65 WTE Band 5 Clinicians in post.CSSB -APP vacancies -24.42 WTE against an establishment of 59.40 WTE. Forecast at end of March 2020 -0.91 WTE.

Report – Education and Training update - - progress to establish ‘The Ambulance Mini Medics’ scheme;- core training - all programmes have moved to apprenticeship delivery;- training premises - the current building is not fit for purpose. A business case has been agreed by ET to move to a new building on TVTE by April 2020;- paramedic upskilling - due to be completed by March 2020;- paramedic apprenticeship standard has been agreed. NEAS are working with other ambulance trusts to co-ordinate commissioning and delivery;- paramedic placements - number of placements has been significantly increased. Sunderland University providing £50k for placement facilitation role.- Commercial training - 3% ahead of income plan at end of Q1.- Ofsted inspector - see below.

Assurance – Workforce Metric - - sickness absence, statutory and mandatory training and performance appraisals, EU workers - see below.- Overtime over budget each month January - August 2019.- Average time to hire within target of 12 weeks.- DBS. 98.79% compliance for all staff that require DBS.

The gap is with honorary pharmacy and dental appointments. Assurance

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provided by the primary organisation that DBS are in place.- Fitness to Practice. Registrations- HCPC 98%; NMC 100%; GMC 100%; General Pharmaceutical Council (GPC) 30%. GPC data is awaited.

Assurance Plan – Policies. An action plan is in place to review outdated policies.

Organisational Development Group Minutes - see below

Workforce Strategy Group – See below

BAF - reviewed and updated.

Items for escalation:[Describe the reason for the item being escalated, where it has been escalated to and what action this committee / group needs to take as a result. This may include for example:

- Outstanding actions where limited progress has been made]

• Corporate Objectives - the E&D objective has not yet been provided to this committee and a number of sub objectives require increased focus. For information.

• E&D Group report - External contractors have not responded to data requests from the Procurement team for information required to support the Public Sector Equality Duty submission.

• Occupational Health. Business case proposal for Mental Health Lead agreed in principle by SMT. Awaiting outcome from ET.

• Sickness Absence. YTD average absence in July was 6.03% and in August 6.10%. Compared to end of Q1 5.98%.

• Statutory and Mandatory Training. Compliance decreased during July to 83.15% and August 82.31%.

• Performance Appraisals. Compliance rate increased in July to 70.96% and August 72.72% but still below the target.

EU workers. There are 45 EU workers in the organisation. So far 17 have obtained settlement status and a further 8 have confirmed their intention to stay. 20 are still to decide/confirm.

Key decisions made:[Concise bullet points describing the key decisions made and the responsible owners]

• To review the current DBS policy, in particular the three year rolling programme to repeat DBS checks for identified posts.

• Deep dive into statutory and mandatory training and performance appraisal completion.

Main sources of assurance: [Concise bullet points describing any key sources of assurance which are relevant to the Trusts strategic risks]

• Education - Three main themes of leadership, safeguarding and quality of education were subject to an Ofsted Inspection in July 2019. Achieved ‘significant’ in all areas.

• Training and recruitment plans on track.Sub groups focus on delivery of work plans .

Highlights from sub-groups reporting into this committee / group:[Short synopsis of any key successes / risks highlighted by the sub-groupsOutline any key projects delegated, e.g. task and & finish exercise on a specific issue]

• Equality & Diversity Group. -Timescales for HR related actions still to be finalised. -Equality Network for Employers and Inclusion (ENEI). Baseline assessment Silver Grade 72%. Gold Grade requires minimum of 83%. Confident will achieve prior to submission in April 2020.-First dementia friendly vehicles on order. The specification being considered by the national design group.-Mela Report. High cost of providing staff to events a concern.-Procurement. See item for escalation.

• Organisational Development Group. -Long service awards for NHS service rather than NEAS alone.-Awards event calendar created to identify opportunities for external awards.-Employee support. Proposal to consider an integrated approach.

Workforce Strategy Group.

- Completed the NHSI workforce planning self assessment tool to improve approach.Key risks identified:[Concise bullet points describing the most significant risks identified including agreed actionsFor the Board committees only please reference any work undertaken in relation to allocated Board Assurance Framework risks]

• Sickness Absence -

Not achieving target of 5%.

• Statutory and Mandatory Training and Performance Appraisals -

Not achieving internal targets or CQC requirements.

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Meeting details:

Number of apologies:1

Quorate:[i.e. was the committee / group quorate?]

Yes No

Chair: Carolyn Peacock Lead Director: Jason Emerson

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MINUTES OF MEETING

Meeting: Workforce CommitteeDetails: Monday 16th September 2019, 13:30pm, Fontburn Room NEAS HQ.Present: Carolyn Peacock, Non-Executive Director, Chair (CP)

John Marshall, Non-Executive Director, (JM)Jason Emerson, Interim Director of People and Development (JE)Joanne Baxter, Director of Quality and Safety, (JMB)Gillian Hunter Deputy Head of HR (GH)Andrea Thompson, Senior Finance Business Partner (AT)Gemma Knight, Strategic Organisational Development Lead (GK)Karen Gardner, Head of Workforce Development (KG)Jennifer Boyle, Trust Secretary (JB)Chris Garrido, Operational Performance and Compliance Manager (CG)Mark Johns, Equality, Diversity, Inclusion and Engagement Manager (MJ)

Apologies: Lesley Ellison, Occupational Health Manager (LE)In Attendance Helen Ray, Chief Executive Officer (HR)Minute-taker: Abbie Snowball, PA to the Director of Strategy, Technology and Transformation

and Director of People and Development (AS)

No Item Action by

1. Welcome

CP welcomed all members to the meeting and introductions were made.

2. Apologies:-

Not in attendance, apologies were not received.

Matthew Beattie, Medical Director (MB)

Victoria Court, Deputy Chief Operating Officer (VLC)

3. Declaration of Interests (any Member who is aware of a conflict of interest relating to any item on the agenda will be required to disclose it at this stage or when the conflict arises during consideration of the item)

No Items were declared.

4. Minutes of the meeting held on 22nd July 2019

JM noted a spelling error on page 2 in section 6, this was amended.

AT noted a date error as the funding from Sunderland University would take place in March 2020.

CP advised the group in Section 18 of the previous minutes a paper for improving our peoples practices was requested, however this was not actioned therefore this paper would be brought to Workforce Committee in November.

5. Matters Arising and Register of Actions

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193) This Item was on the agenda and therefore was left open until a further decision had been made

regarding the DBS Streamlining project.

236) The Item will remain open, JE explained the policy position update and advised he had spoken

with the Trade Unions who have agreed to roll on policies for 6 months. It was agreed the JCC Sub

groups would be rescheduled. It was agreed a schedule needs to be completed.

MJ requested the policies to go to the Staff Network Groups where this would be appropriate.

JE explained and thanked MJ and his team for the help they have provided in explained the Equality

Impact Assessments, and assured the group the policies would be brought to the staff networks

where appropriate.

6. 2019/2020 Corporate Priorities Update Report

Paper requested – 30.08.2019 Paper due date – 06.09.2019Paper received – 10.09.2019

JE explained the paper was intended to provide assurance.

JE explained the corporate priorities needed to be integrated into a Workforce Strategy with greater detail around process.

JE explained work has commenced on Just Culture, and analyzing exit interviews.

CP asked for assurance progress was being made as many of the comments were a repeat of the report presented to the July Meetings.

JE explained this needed a strategy and a more detailed action plan.

JMB advised there was items on the report that need to be updated.

CP asked about the progress for the Equality, Diversity and Inclusion objectives.

MJ explained an update will be provided to the next meeting, he reported the only issues is relating to procurement evidencing we have passed on our Public Sector Equality Duties (PSED) to suppliers. The procurement team have been attempting to get written statements from suppliers outlining how they support us to meet the PSED but have received no responses. Responses in previous years have declined but receiving zero responses is a concern. The procurement team have given suppliers a further month to provide details.

JM agreed with JE that the objectives would need to be looked at closer and would need more attention along with a strategy and action plan.

7. Freedom to Speak Up (FtSU) Update


JB provided an update for the committee and explained there was one new case which was referenced to in the last report but not all details provided.

JB explained that there was Four cases, year to date which was more than last year’s Three cases.

JB advised the report had been amended to show more information, whilst protecting staff members identity, there was one case currently ongoing with three cases being closed this year with the feedback provided. JB explained most cases have involved staff behaviour or staff attitude, however, all cases were from different areas of the Trust and showed no significant issue within One team.

It was explained the National Guardians Office published new material, with actions to be completed of 16

along with helpful material and reports, which showed feedback from last year had been taken on board.

It was agreed the training package would be amended to reflect the advice provided by the National Guardians office, the training package from Health Education England had been in place for a number of years and needed to be refreshed this would involve a more comprehensive package and would build Just Culture and other programmes ongoing within the Trust.

JMB explained as part of the facilitation for Just Culture it was requested this to be linked with the Freedom to Speak Up and the Investors In People and how that all linked with one another.

GK added it was important to bring the Freedom to Speak Up, Just Culture and Investors In people all together and look at how that can translate into the work that is completed on a day to day basis.

JB explained the Freedom to Speak Up Champion role was something that was picked up at the last inspection and needed to be expanded on, there was a lot of people from support services however, not so many from frontline or operations.

JB explained a meeting was held with Senior Health Advisor’s from the Emergency Operations Centre who have set up a peer support network and were completing fantastic work, it was agreed JB would look at the people who have been trained on Just Culture to link this in with Freedom to Speak Up.

It was confirmed the Freedom to Speak Up Policy was not updated due to an anticipated update from National Guardians Office, however due to the delay in this it was agreed JB would update the Trust’s policy.

It was explained one thing that was not referenced in the report was regarding a new case review, as North West Ambulance Service have a more high level and report containing specific information, JB agreed to circulate this with the group and contact the National Ambulance Network.

JMB asked as part of the formal quality walk around with Executive and Non-Executive Directors, if some narrative regarding the Freedom to Speak Up and Just Culture could be circulated and looked into.

JM asked about the answer no on the final column of the report and questioned if this was due to concerns over the process or the outcome.

JB explained she would have a conversation regarding this outside of the meeting, as the individual felt like they needed to explain the situation to a number of people before reaching the right person.

CP questioned if the Communications Team were involved in the Freedom to Speak Up Campaign.

JB confirmed they were involved, and there was a new National campaign launching which tied in with the launch of the new intranet.

It was asked that all members of staff encourage people within their teams to become a Freedom to Speak Up Champion.

8. Board Assurance Framework (BAF)

The BAF was discussed at the beginning and end of the meeting and will be updated in accordance with the assurances received during the Committee.

9. Update - Equality, Diversity and Inclusion


MJ explained the work plan was progressing well, however, the HR elements still required attention.

GH agreed to speak with MJ outside of the meeting.

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MJ explained the BAME network has been used to reach out to community organisations and individuals, this has gained awareness of issues the communities face. The BAME ambassadors programme had been running for two months and had been very helpful in improving knowledge about the Trust within those communities. It had been helpful in various recruitment campaigns as a result of which one person from the project joined the Trust.

MJ explained a BAME recruitment event had been held earlier in the year and it had generated a lot on interest. It was explained 36 applications were received from 14 candidates, 4 people were shortlisted one person was offered and accepted a position and one person was offered but declined a position.

MJ explained he was confident it was a useful and cost effective exercise to help build trust within BAME communities. MJ explained he would like to run a similar event in the south of the region.

MJ explained he had completed the initial assessment for the Equality Network for employers and inclusion (ENEI) based solely on his own knowledge of the Trust. As a result of his assessment the indication is we would achieve a silver grade with 72%, we need to achieve 83% to achieve gold grade. MJ agreed to speak with individual service lines to seek to improve the assessment prior to April 2020.

MJ advised he would like to have the assessment submitted by the end of 2019, despite having an April 2020 timescale.

MJ outlined procurement is an area of weakness because suppliers are not providing the equality data required.

CP suggested flagging the procurement team issue with Finance Committee.

JM explained there was a similar issue with GDPR.

HR asked if there was any value in speaking with NHSI/NHSE to co-ordinate a response from suppliers who provide to multiple Trusts.

The group agreed this may be of value.

HR asked the group how the equality network was perceived and what the profile is for this network.

MJ advised ENEI do not yet have a public profile in the way Stonewall do, However he believed this would improve over time.

HR agreed NEAS should work towards achieving gold status and use that to help raise the profile of the network.

MJ advised the Vehicle Redesign group had taken place in the early part of the year and this looked at the PTS and DCA vehicles, to make them more accessible, it was confirmed the Trust had collaborated with charities such as the Alzheimer’s society, sight service and others, those groups agreed on a spec they wanted NEAS to explore, this was agreed and the first vehicle was going to be delivered in October.

MJ provided an update on the Recite me Toolbar and explained this had been a popular feature and was mainly used for the screen reader, styling and translation and this was calculated at roughly 22p per use.

MJ explained the Stake Holder Equality Group had recently met and it was noted that the one thing that stood out was the recruitment process that was reviewed and this was moved from a developing status to an achieving status.

MJ provided a report and an update on the MELA from Newcastle and Middlesbrough.

C Peacock

M Johns

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JM suggested running bi-monthly workshops on recruitment with the ambassador programme and explained this would be interesting to look back at the people who have applied to see if it is the people NEAS have helped on the workshops. JM explained it would be good to get more members of the public with a BAME background in front of the interview panel and support people with interview skills.

MJ explained he had a discussion with Jo Davis, HR Business Partner for Recruitment this was around supporting people to meet the essential criteria, with application skills.

JM explained in his experience the best thing to do would be to continue working hard on the workshops and keep the project running to keep the trust within the communities.

CP thanked MJ for his update and accepted the report.

It was agreed one risk would be the costs attributed to the MELA.

JM suggested charitable funds could possibly help with the funding.

MJ thanked JM for the suggestion and it was noted.

10. Update - 2019 Staff Survey


GK advised she wanted to give a general overview of what the plans were for the staff survey and advised the survey launch will take place on Thursday 19 th September 2019. It was explained the survey would go out to operational members of staff in paper format. This was unavoidable to some anomalies with email addresses resulting from the office 365 migration.

CP asked if this had been identified with IT. GK confirmed it had now.

It was explained in 2018 a response rate was achieved of 49% however the aim in 2019 was 60% completion rate due to the high level of engagement taking place throughout the Trust. An intensive communications plan has been developed with survey champions. GK asked all members of the committee to raise awareness via word of mouth.

CP asked if the mixed mode approach would have an impact on cost or timescales.

GK confirmed this would have a cost implication however this has been factored into the Organisational Development Team budget but there were no implications for timescales.

JM suggested that the Mixed mode option may help, as the stand out lower performance on previous years has been scheduled care, therefore with a paper survey may gain more responses.

GK advised the survey would be live for Six weeks.

MJ asked with the change to mix mode of paper and online if the demographic data would still be collected.

GK assured MJ this would be done and has also requested a further drill down into the data.

The Committee accepted the report.

11. Update - IIP Review

Paper requested – 30.08.2019Paper due date – 06.09.2019 Paper received – 11.09.2019

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GK confirmed the 24 month review was completed in August 2019.

GK confirmed the assessor had identified a number of areas highlights below that required further attention and an action plan would be monitored through the organisational development group and would include input from all directorates at all levels. Our assessor highlighted that some areas appear to remain a ‘work in progress’, and therefore are identified as areas of focus: • The clarity/frequency of communications from leaders about the future ambitions of the organisation;• The degree to which people feel consulted over decisions which have an impact on them, notwithstanding the work done on this area since the last assessment; • Role responsibilities and the levels of delegated authority/decision-making attached to certain jobs and a deterioration in perceptions around the degree to which people feel empowered to make decisions and act on them; • The organisation’s approach to rewarding and recognising people remains and area which leaders should keep under review and reflect on what appears to be deteriorating perceptions around how motivated people find current practices; • The need to maintain an emphasis on continuous incremental improvement in practice and performance; and • Responding to what lies behind a slight deterioration in perception around the impact that the organisation has on the community it serves.

JMB asked if the plan could go to SMT, SLT and Workforce Committee.

CP confirmed this was useful assurance that we were on track to achieve the improved assessment by July 2020.

GK added a national ambulance culture and leadership forum has been set up. NEAS have been identified as the leading ambulance trust and have been invited to showcase our work on culture change at a conference in January 2020.

HR thanked GK for the outstanding work.

The Committee accepted the report.

12. Update – Flu Campaign

Paper requested – 30.08.2019Paper due date – 06.09.2019 Paper received – 11.09.2019

JMB provided an update on the Flu campaign and thanked JE for the help and support with the 2019/20 project. She explained the Trust aimed to achieve the target of 80% and a significant amount of work had been completed to complete an ESR data clean up to ensure the most accurate denominators were reported.

JMB explained the communication plan would focus on dispelling myths and promoting the UNICEF ‘have a jab, give a jab’ campaign.

It was confirmed the reporting app had been developed and this would provide weekly reports on how many people had received the vaccine and how many people were refusing the vaccine. JMB advised there was approximately 2500 staff to be vaccinated and this was being divided into weekly targets, with missed numbers rolled onto the following week.

JMB wanted to thank the Project Manager Mark Walsh and Clinical Services Manager Claire Jobling for their hard work and bringing the project to life.

CP thanked JMB for the assurance and the comprehensive plan.

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CG explained he would help spread the message for the Flu campaign, Statutory and Mandatory Training and the Staff Survey.

HR asked if the Trust use Peer vaccinators.

JMB confirmed NEAS have 56 Peer Vaccinators, with one on the project group.

HR suggested previous offers from acute providers with support in the vaccinating on frontline staff.

JMB confirmed Lesley Ellison, Occupational Health manager has this process developed. 13. Update – Occupational Health


JE provided an update on behalf of Lesley Ellison, Occupational Health Manager.

It was explained Occupational health have been extremely busy with 580 screenings throughout the yea and does not have a waiting list, it was confirmed everyone is either spoken to over the phone or seen on the first day of absence.

JE explained the biggest reason for sickness absence in the Trust was Mental Health related reasons, such as stress. It was confirmed that once First Care had been notified this would go to NEAS Occupational Health department immediately.

It was confirmed the business case for the Mental Health Lead for Staff Business Case was approved in principle, subject to funding.

CP asked if there were any timescales for this.

JE explained this was going to be presented to the Executive Team on the 18th September and the expected time scale to have someone in post would be early 2020.

JM commented on mental health related absence having been an ongoing issue and having someone dedicated to addressing this type of sickness would be extremely beneficial.

JE agreed it was an invest to save proposal.

GH explained her view was the business case was agreed in principle and would be self-funded.

JM asked if the levels of stress related sickness absence was comparable with other Ambulance Services.

JE explained this is a similar situation across the country and in the majority of cases this is not something which is work related, and is usually home life related, such as bereavement, and debt worries

CP commented that the sickness figures were not showing any significant improvements and asked if it was possible to quantify the impact of OH on sickness absence.

JMB said she would Liaise with LE to discuss this.

There was a general discussion around some of the factors impacting on sickness absence including shift Rota’s and the ability to request shift changes and first call reporting process.

HR asked if there was a benchmarked position so the Trust was able to compare any change after the implementation of the new shift Rota’s.

CG confirmed there was a lot of historical information which included categories of sickness

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information and seasonal trends.

HR asked how the Trust use Statistical Progress Charts.GH confirmed that Hannah Winney, Planning and Performance Lead was working on the Charts amongst different directorates. JM stated he sensed some frustration that the sickness absence the target of 5% was not being achieved. He commented that it may be sensible to review the target in due course.

14. Report - DBS Streamlining Process Current Position & Way Forward


GH introduced the item and apologised for the late circulation of the paper. GH explained the Trust currently process approximately 70 DBS checks a month .GH assured the group any risks identified were escalated. She also commented the three year rolling program was extremely time consuming and expensive and had not uncovered any adverse findings.

HR queried the reasons for the three year cycle on DBS checks and asked that this be reviewed.

GH confirmed Jo Davis, HR Business Partner for recruitment was on the Streamlining project group and had been notified of the following issues:

Concerns were raised about moving to online services, with some Trusts using the online services and others not. It was agreed the issues would need to be rectified nationally.

Charging new employees for new DBS checks, when other Trusts were asked their view on the matter it was agreed this was a mixed view, with some Trusts taking payment and others funding this themselves, this matter had been escalated to the regional HRD Networks.

JM asked what the cost was for a DBS Check.

GH confirmed including VAT approximately £68.00.

JMB raised concerns over a shortage of nurses and paramedics regionally, as this would have an impact on recruitment if asking people to fund their own DBS check.

JMB advised from the Emergency Operations Centre point of view, trying to attract new employees this could potentially but a barrier in place at a time when the Trust was struggling.

GH explained North Tees Trust currently do not charge however, Gateshead do, and there was a view from the region that DBS checks should be paid for by the employee.

CP asked what other Ambulance Trusts were doing.

GH confirmed this has not been questioned but would ask.

GH advised she recommended waiting to gain further feedback from the HRD Network Forum.

JMB suggested completing a DBS check at the recruitment stage and if the job role changes.

CP asked for a definitive paper to be brought to the next workforce committee outlining proposals to amend the three year rolling program policy and the position regarding the online service.

It was suggested a proposal would be presented to the Executive Team.

GH confirmed that she would present a report to the Executive Team before November and provide an update at the November Meeting any proposal to amend the current policy would need to go to the Board.

G Hunter

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15. Report - Mid-Year Workforce Plan Position Statement


AT introduced the item and explained this covered the period up to 31st August. The paper identified the recruitment and training plan position by service line and grade. It was confirmed the table three date should be shown as august. The vacancy rate at the end of August was 213.23 wte and is forecast to reduce to 56.80 wte by end of March 2020.

The current vacancy position include:

CCA - VACANCIES = 144.03 Paramedic - VACANCIES = 48.43 CAS CLINICIANS VACANCIES = 37.51

AT explained the recruitment was positive. The Workforce update report has been shared with operational Managers. JMB explained the gaps for the CAS for Band 6’s, are currently covered by had agency staff.

AT confirmed that the Financial Management team is working with the budget managers and the information is being used to update the workforce plan and the financial position.

AT confirmed CCA courses offered from September 2019 would be offered as apprenticeships.

16. Report - Education and Training Update


KG explained the trusts first Ofsted inspection result of significant provided assurance about the quality of the training provision. NEAS are the only trust in the north and only one of two nationally to achieve this status.

KG also explained two EQA visits had assessed driver training and first aid training as outstanding.

KG explained the development of the mini medics programme designed for children aged 9 - 11 involving one school in Durham and another in Sunderland. It is intended to introduce young children to the work of NEAS and provide opportunities for engagement and skills development. The charitable funds committee agreed to fund a part time member of staff to allow the programme to grow, therefore KG has approached other schools for more mini medics. KG explained the mini medics would be attending the staff awards in October to hand out programmes, they would be coming to HQ to decorate the Christmas tree and donating toys in local hospitals. KG advised she is having a meeting with Mini Cooper to discuss donating a car.

HR asked if the mini medics could be involved at the staff awards event. KG explained they will be there to hand out programmes and mentioned by name.

KG introduced the Core training item and confirmed the Trust were continuing to work hard and deliver on statutory and mandatory training.

NEAS have 20 Newly Qualified Paramedics just waiting for their registration. It was explained work was ongoing with NENAS to continue work on the apprenticeship delivery.

It was explained scheduled care are now going to follow the apprenticeship route along with CCA’s, KG was working with the EOC to utilise health advisors in the apprenticeship programme.

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KG confirmed the business case which was submitted to move premise was successful and property has been located at team valley.

KG advised the paramedics placements have had a big change to the way these are completed and over the next two years the numbers will increase from 70 to over 500.

KG explained this needed more attention into the way it was planned, but also has a large income for the Trust with approximately £2000.00 per student.

The group thanked KG for the hard work.

KG confirmed the staff on the placements would now receive ID cards, and a NEAS email address to ensure they feel part of the Trust which could have a potential to join us in the future.

CP thanked KG for her update.

The committee accepted the report and noted the assurance it provided.17. Assurance Report – Fitness to Practice Checks

Paper requested – 30.08.2019 Paper due date – 06.09.2019Paper – not received.

It was advised this information was included in the Workforce Metrics Report.

18. Assurance Report – Workforce Metric


GH introduced the report and outlined the following key metrics:

The monthly turnover rate increased in August to 0.93% compared to July 0.78% but, both figures remains below the monthly target of 1.25%. The top 3 reasons for leaving in the last 12 months were; Voluntary – Other/Not Known, Work-life Balance and Better Reward Package.

Recruitment activity ‘Time to hire’ in August 2019 has remained consistent at 12 weeks.

Number of CCAs required over this financial year has increased and additional training courses will be added into the recruitment plan. Work is underway to recruit to fill these additional courses.

Additional work is underway on the Trusts attraction strategies for Clinical Hub to increase the use of social media campaigns and creation of open events, all in a bid to decrease the use of agency staff.

NEAS has 45 EU workers, so far 17 have obtained settlement status and a further 8 have confirmed their intention to stay. CCMs have been sent a form to complete with the EU worker to establish their intentions and these forms are being chased up by Recruitment.

The Trusts absence rate ‘year to date’ (YTD) at the end of August 2019 has increased to 6.10%, compared to Q1 rate at the end of June 2019 was 5.98% and remains 1.1% above the Target rate of 5%. Long term absences in July increased to 5.38% then, decreased in August to 4.52%. Short term absences increased in both months, July was 1.51% and in August the rate was 2.21%.

HR has been working closely with Operational Manager to address sickness absence, by attending weekly Provisions meetings, where all live absence cases are discussed and plans for the management of absence cases are agreed on a case by case basis. This ensures that any supportive interventions are put in place as soon as possible, including referrals made to

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OH, stress risk assessments and absence trigger monitored to ensure the consistent application of the Trusts Sickness Management policy.

The wider HR team has also been attend sickness review meetings to provide HR advice and support, with the aim of assisting manager to support staff back into work, as soon as they are fit to do so, together with consideration of alternative duties and other supportive measures where appropriate

Fitness to practice compliance for Frontline staff has decreased from 100% in Q1, to 97.61% at the end of August rate for frontline professional registrations, due to 3 paramedics not renewing and 12 newly qualified paramedics. NMC and GMC remained at 100% compliance. The Trust-wide DBS checks at the end of August was 98.79%, due to 28 new Dental staff requiring a renewed check, as part of new ‘out of hours’ dental contract. Recruitment team has been chasing Dencall to complete these checks as a priority.

Statutory and Mandatory training compliance rates in Q1 have remained unchanged, the overall rate decreased slightly in July to 83.15% and August 82.31%.

The Performance Appraisal compliance rate increased in July 2019 to 70.96% and again in August to 72.72%.

There was one new Dignity at work case was raised in July to give a total of two ongoing cases at the end of August 2019.

It was confirmed that the overtime budget was overspent due to the Trust not being at full establishment. this should improve when the new rota’s are introduced in October. CP requested a further breakdown/deep dive into statutory and mandatory training and appraisal performance. CP advised this was a good and helpful report.

G Hunter

19. Assurance Plan – Policies: Current Position and Action Plan

Paper requested – 30.08.2019 Paper due date – 06.09.2019Paper - not received.

It was agreed this had already been discussed. 20. Organisational Development Group Minutes


GK introduced the item and explained there was a lot of progress being completed around appraisals, GK confirmed her team were working to simplify the process, as currently this was paperwork driven rather than conversation led, however, in the future the team wanted to ensure the appraisals were conversational lead but with a paper trail.

GK explained the Organisational Development group had input from all areas of the Trust, and the team were in the process of re-writing the appraisals policy to add in the change regarding pay progression. GK explained the new pay progression policy and what this would entail.

GK confirmed after speaking with other Trusts the majority of Trusts were completing the pay progression policy separate from the appraisal policy, therefore the decision was made to keep the policies separate.

It was explained a stakeholder group was held with operations and a decision was made to launch the new process on the 01st January 2020. GK thanked the HR team for their help and support with this.

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GK confirmed the appraisal training would also be updated and ready for 01st January 2020. It was confirmed the training and design of the appraisal would be changed.

JMB asked if this would still link with talent management.

GK confirmed this would and this would be brought to the next committee, it was explained this included other items, such as health and wellbeing, not just about the need to progress.

It was explained Appraisal audits would be re-introduced.GK explained the long service awards only took Ambulance Trusts into consideration not wider NHS service. Mark Cotton was considering how we could change this.

SK also explained an awards calendar was being developed to ensure NEAS submitted as many proposals as possible to ensure the wide range of excel work was recognised.

GK explained that at the next committee meetings she would present a paper on employee support referrals as the process could be improved. It was confirmed Lesley Ellison would lead this from occupational health as the subject matter expert, however GK and GH were happy to support.

21. Workforce Strategy Group – Workforce Planning Template

Paper requested – 30.08.2019Paper due date – 06.09.2019Paper received – 10.09.2019

JE drew reference to the NHS Workforce Planning Audit tool contained within the agenda pack. The Workforce Strategy Group (sub group of the Workforce committee) have completed the audit tool. JE updated the sub group now has all the relevant people around the table including: finance, operations, HR, recruitment, occupational health, education and strategy and performance. This group will work collectively together in producing the Trust workforce plan requirements.

JE advised the workforce plan must be agreed by both ET and the Board (under NHS workforce planning recommendations). The idea being that when the plan evolves and changes the organisation is fully sighted on the proposed changes making and owing the decision on both the change the resources required to deliver it.

CP asked if the group found it helpful.

AT confirmed she found the group helpful to aid collaboration and to have a more strategic view. JE confirmed there were further items to follow which would be presented at the Executive Team and the Trust Board. CP asked if there was any link to workforce safeguards JMB confirmed the action plan was outstanding and herself and MB would need to sign this and build the workforce up.

JE confirmed Debra Stephen, Deputy Director of Quality and Safety was also an attendee of the workforce strategy group and would has a regular input.

22. Internal Audit Update

JE explained he had a call with Audit one and they were going to contact the Trust for information for Direct contacts and an update would be provided at a later date.

CP explained it would be helpful for this committee to have a better oversight of the internal audit action plans. .

23. Any Other Business

a) Suggested Report Template Paper requested – 30.08.2019

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Paper due date – 06.09.2019Paper received – 10.09.2019

JE explained that the committee has received a lot of information with a huge amount of work being put into papers, and felt we should have an overview just to see visually if NEAS were on target or behind target. It was explained conversations were had with Hannah Winney to get SPC Graphs to support this document and then create an action plan to support the document.

CP asked if this would replace the workforce metrics report. JE suggested a joint approach initially, to avoid risks, however, this would still provide the assurance.

CP requested GH opinion?

GH raised concerns and felt members of the committee would be able to see the figures, but without an explanation, and wanted to confirm how the committee would get reassurance on what was being done.

JMB suggested using the Summary of Assurances to explain the narrative.

CP suggested the template be further developed and brought to the next meeting.J Emerson

24. Review of Meeting

All members of the Committee agreed on the review of the meeting.

25. Date & time of the next meeting

Monday 18th November 2019, 13:30 Fontburn Room.

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· web viewgk asked all members of the committee to raise awareness via word of mouth. cp asked if...

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