1. Workforce Performance Report August 2013 Jayne Halford Deputy Director of HR Caring, safe and excellent 1

2. Headline HR KPIs Turnover – Target 12% - Actual 11.94% Headcount has risen slightly by 7 to 6305. Monthly turnover was 1.04% representing 103 leavers and the 12 month total at 11.94% is the lowest for more than 12 months. It is not unusual for turnover to be lower during summer months. Exit questionnaire data continues to show main reasons for leaving as promotion, relocation and workload although retirement is about to replace workload as the third highest reason for leaving. The majority of leavers continue to work in the NHS and the number who would recommend the Trust as a good workplace has risen from 80 to 81%. Stability has remained at 85% plus for the past 12 months.. Bank & Agency- Target 5% - Actual 4.2% Bank and agency discontinued its upward trend in August although remains higher than at most points in the past 12 months. Corporate spend on agency has reduced significantly whilst Operations have kept spend below the Trust target. Sessional use has remained consistent throughout the 12 months at around 2.7% of spend. Vacancies - Target 9% - Actual 6.4% Vacancies have reduced back to the June level but continue to stay below the 8% mark of 2012. This is live vacancies and does not show the vacancies which have been frozen by Directors. WTE worked is below budgeted. 2

3. Headline HR KPIs 3 Sickness Absence - Target 3.5% - Actual 3.66% For the second month running (this is data to end July) we see a decrease in sickness absence of 0.06% meaning we are only 0.16% above the Trust target. This is typical for this period of the year. It is likely, to judge by trend information that there will be a peak in August. Anxiety, stress, depression, other psychiatric illnesses has replaced cold, coughs and influenza as the most prevalent reason for sickness absence. In some instances areas of high stress go alongside areas where there is higher turnover and/or a higher level of vacancies and in some instances where most bank and agency is deployed. However equally there are areas which have high stress but none of the above features.

4. Recruitment KPIs 4 Days to Completion of Recruitment Activity Stage Recruitment Activity StagesWork days to complete each stageCalendar days to complete each stage Closing of NHS Jobs1014 Sent to Manager for Shortlisting22.8 Shortlisting Completed68.4 Latest Interview Date811.2 Offer Made1014 Date Cleared1825.2 Start Date1419.6 Totals68 95.2 Recruitment figures: The following table details the recruitment KPIs from the 1 st June to the 31 st August 2013. The activity undertaken during the process of filling a vacancy is broken down into the following stages: Closing of NHS Jobs Number of days a post is advertised on NHS Jobs Sent to manager for shortlisting Working days between advert closing on NHS Jobs and manager receiving applications for shortlisting Shortlisting completed Number of days between manager receiving applications and shortlisting form returned to recruitment Latest interview date Number of days between shortlisting form received in recruitment and date of interview Offer made How many days between interview taking place and recruitment team receiving offer of appointment paperwork Date cleared How many days between an offer of employment being made and all pre-employment checks being received Start date Details how many days between a candidate receiving all pre-employment checks and their start date with the Trust

5. 5 Recruitment KPIs Staff groupEstablishment FigureTotalAverage per MonthAverage per Year% Average per year Add Prof Scientific and Technic58651.315.02.55 Additional Clinical Services1446317.893.06.43 Administrative and Clerical1205276.881.06.72 Allied Health Professionals606143.542.06.93 Medical and Dental32930.89.02.73 Nursing and Midwifery Registered1975348.5102.05.16 HonoraryN/A379.3111.0N/A Grand Total614715939.8477.07.75 Vacancies by staff group: This data is from the 1 st June to the 31 st August 2013

6. Exit Questionnaire Data 6 Division PercentCount Corporate |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||| 16%16 Children and Families |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||| 25%24 Community ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||| 28%27 Specialised ||||||||||||||||||||||||| 5%5 Mental Health |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||| 21%20 Unspecified ||||||||||||||||||||||||| 5%5 Staff Group PercentCount Add Prof Scientific and Technic |||||||||||| 3%3 Additional Clinical Services |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||| 16%16 Administrative and Clerical |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||| 27%26 Allied Health Professionals |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||| 18%17 Medical and Dental |||||||||||| 3%3 Nursing and Midwifery Registered |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||| 30%29 Unspecified |||||||||||| 3%3 Exit Questionnaire Submissions By Division Exit Questionnaire Submissions By Staff Group The charts to the left of this page show figures based on completed exit data from 1 May 2013 to the present date. The return rate for exit data from 1 May 2013 to present date is as follows: Total leaving 177 Completed 73 (41.2%) Unsuccessful 104 (58.8%) (leavers form not completed in time, contacted but did not want to complete, or annual leave taken and not notified) The number of leavers in the period of 1 May 2013 to 1 August 2013 are 337. These figures include bank staff, staff who are retiring, fixed term temporary staff and staff with a second assignments which would not be included into the exit data.

7. SPECIALIST MENTAL HEALTH SERVICES - PERFORMANCE AGAINST TARGET – ALL INDICATORS 7

8. OXFORDSHIRE COMMUNITY SERVICES – PERFORMANCE AGAINST TARGET – ALL INDICATORS 8

9. CHILDRENS & FAMILIES SERVICES – PERFORMANCE AGAINST TARGET - ALL INDICATORS 9

10. SPECIALISED SERVICES – PERFORMANCE AGAINST TARGET - ALL INDICATORS 10

11. CORPORATE SERVICES - PERFORMANCE AGAINST TARGET – ALL INDICATORS 11

12. DIVISIONAL PERFORMANCE – HEADLINES 12 Turnover Children and Families Division and Specialised Mental Health Division are both reporting turnover below target with 11.22% and 10.7%. Areas of high turnover in Community Division is attributed to Community teams and Community hospitals. Discussions are taking place with Service Heads to produce an action plan to help address the high turnover in these areas. Turnover in Specialised Services Division remains at 15.2%, this is a result of high attrition rates in HMP Bullingdon Healthcare service in the period before its transfer to Virgin Healthcare. Forensic mental health services are also above target and work is being undertaken to over recruit qualified nurses and these new entrants will be monitored during the first 12 months of their employment and appropriate action taken to review selection processes if the high turnover rate continues. Stability The stability rates provides an indication of the retention rate and it is calculated by dividing the number of staff with one years service by the number of staff in post a year earlier. A higher stability rate means that more employees in percentage terms have service of greater than one year which gives rise to benefits in consistency of service provision and more experienced staffing in general which should impact upon quality. The stability rate for the Trust is 85.84. Sickness Sickness absence is above target in Specialist Mental Health Division 4.6%, Community Services Divisions 4.09% and Specialised Services Division 4.58%. In some areas this can be correlated with high turnover. Children and Families Division is well below target at 2.58%. A new sickness absence policy has been developed and introduced. In addition Manager’s sickness absence guidelines are being revised. Refresher sickness and absence courses have been rolled out in Community Division and HR are working closely with managers in Re-ablement to develop a comprehensive action plan to address high absence levels in this area.

13. DIVISIONAL PERFORMANCE – HEADLINES 13 Bank & Agency Bank and Agency is below target in Community Services Division 2.38%, Children and Families Division 4.02% and Specialised Services Division 4.06%. Specialist Mental Health Division has seen an increase to 6.84%. This increase is mainly in Older Adults and Adults of Working Age (Bucks). Increases in 2 of these areas correlates to high levels of sickness absence. HR are exploring options to try and attract additional sessional staff to services. Vacancies Vacancies in Corporate are highest at 10.7% which reflects scrutiny of all posts and freezing of some posts as part of the cost improvement programme. There are still some areas in which it is difficult to recruit such as Henley community Hospital. Recruitment events are planned for September 2013 to target recruitment of qualified staff for Community and Older Adult Mental Health. Oxford Health has attended the RCN National Recruitment Fair in London on 10 th and 11 th September and has organised a bespoke recruitment event in Ireland on 26 th September to try and attract qualified staff in preparation for winter escalation – if successful this should help to ensure that bank and agency usage remains below target in some areas over the winter period. Thames House in Specialised has successfully over recruited and will monitor new staff to ensure the revised recruitment process was successful. Using lessons learned from the above events, further bespoke events may be planned and the format tweaked to try and cover other staff groups such as Re-ablement. Over performance activity in Mental Health, district nursing and community hospitals is adding pressure to the staffing situation.