Iain Patterson. Associate Workforce Director Homerton University Hospital NHS Foundation Trust
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1 Iain Patterson Associate Workforce Director Homerton University Hospital NHS Foundation Trust
2 Who we are?
3 Who we are? North East London Sector 3,800 staff spread across Hackney and beyond c. 3,000 acute c. 800 community 270m Total Trust 167m Staff 193m Pay 1 st Wave Foundation Trust Good CQC/2015 Staff Survey Devolution Pilot
4 Temporary Staffing Spend Profile
5 Temporary Staffing Spend Profile 193m total pay bill 15/16 Agency Spend 15m 8% pay cost 24% usage Bank Spend 11m 6% pay cost 71% usage!!!! Key issues Specialist Nurses NNU, ITU, Theatres Midwives Specials Doctors
6 Our Temporary Staffing Journey
7 Our Temporary Staffing Journey Sept 13 Apr Aug 14 Aug 14 Sept 14 Sept 14 Nov 14 May 15 July 15 Jan 15 Sept 15 Agency Group Established/ engagement with LPP Benchmarking and Revision of Bank Rate Investment Committee bid for e-rostering CCG funding to support Health Roster Resourcing Project kicked off Use of Direct Engagement for Drs (247 Time) Head of Resourcing Appointed Bank Team Re-Structure HealthRoster reimplementation project Monitor Engagement
8 Engaging With Monitor Workforce Efficiency Team Diagnostic to Action 2.Technology 3.Controls and information 1.Leadership 4.Staff engagement, recruitment and bank 5.Procurement
9 Engaging With Monitor Workforce Efficiency Team Diagnostic to Action Leadership Improved through visibility assisted by worsening financial position Reviewed and updated Temp Staffing Strategy as part of a wider Resourcing Strategy and Plan 15/16 Trust Vacancy Rate Averaged 7.71%
10 Engaging With Monitor Workforce Efficiency Team Diagnostic to Action Technology Healthroster re-implementation v.10 Team recruited & project mobilised Significant training and support delivered All units now Rostering (except Dr s) Generating performance metrics Focus on StaffBank Ward and Self booking freeing up Team Time Text alerts All Doctor Temp Staffing and Extra Duty in Support for Clinical Site
11 Engaging With Monitor Workforce Efficiency Team Diagnostic to Action Controls and Information Board Director responsible Controls re-visited, revised in light of cap Audit of agency billing Weekly and monthly reporting high level of scrutiny at divisional performance reviews KPIs set relating to budget and rostering performance Review of agencies and contractors being used cap and framework reporting
12 Engaging With Monitor Workforce Efficiency Team Diagnostic to Action Staff Engagement, Recruitment and Bank Rebooted the Bank Team further enabled by tech taking the load Single sign on Campaigns / Marketing Attacking agency Development and profile of the team relentless tackling of agency
13 White Blood Cell (Bank Team) at Work Bank Agency
14 Engaging With Monitor Workforce Efficiency Team Diagnostic to Action Procurement Wholescale review of contracting Non Medical Non Clinical PSL generate Contract management programme in place
15 The Cap Very helpful with agencies internal conversations conversion to payroll arrangements Gaming of agencies / contractors April 1 and impact Assessing impact of wage cap and reporting 1 July
16 The Cap Reporting Nursing, Midwifery & Health Visiting Healthcare Assistant & Other Support Medical & Dental Scientific, Theraputic & Technical (AHPs) Healthcare Science Administration & Estates TOTAL Linear (TOTAL)
17 How are we doing? Until M12 very well 1,600,000 1,500,000 1,400,000 1,300,000 1,299,866 1,200,000 1,223,389 1,100,000 1,000, , , ,000 Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16
18 Lessons Learned
19 Lessons Learned Expertise & skills had to develop them Not just an HR thing Service Finance Procurement They won t be told especially Corporate All areas particular challenge w/community Combatting organisational complacency/fatigue Line of least resistance
20 What next?
21 What next? Keep the momentum up Unfinished business Rostering bedding in/adding more value/improving visibility Improving resourcing perm/bank Challenging behaviour Framework re-tendering Respond to changes in agency worker behaviour NHS Improvement/Carter what does it all mean from 16m to 10.4m 16/17 or no STP Funding! Service Transformation Plans broadening beyond HUHFT
22
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