NHS Shetland Workforce Plan Update 2015/16 · NHS Shetland Workforce Plan Update 2015/16 ......

Workforce Plan Update 2015 NHS Shetland

NHS Shetland

Workforce Plan Update 2015/16

Author

Lorraine Allinson HR Services Manager

Service Lead Lorraine Hall Director of HR and Support Services

Delivery Team Lead Services Leads NHS Shetland

Date Created: July 2015 Review Date: April 2016


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Executive Summary ......................................................... Error! Bookmark not defined. Step 1: Defining the Plan ............................................................................................... 4

1.1 Introduction ....................................................................................................... 4 1.2 Ownership of the plan ........................................................................................ 4 1.3 Update on Workforce Planning Action Plan 2014/15 ............................................. 5

Step 2: Service Change ................................................................................................ 10 2.1 Service Plan .................................................................................................... 10

Step 3: Defining the Required Workforce ..................................................................... 10 3.1 Workforce Data Cleansing Exercise .................................................................. 10 3.2 Workforce Projections ...................................................................................... 10 3.3 Future Workforce Demand ................................................................................ 10

Step 4: Workforce Capacity and Capability .................................................................. 12 4.1 Current Workforce ............................................................................................ 12

4.2 Workforce/Service Redesign ................................................................................... 12 4.3 Finance .................................................................................................................. 12 4.4 Nursing and Midwifery – Staffing for Quality ....................................................... 12

Step 5: Workforce Action Plan ..................................................................................... 13 Step 6: Implementation ................................................................................................ 22

6.1 Monitoring ....................................................................................................... 22 6.2 Review / Refresh ............................................................................................. 22

Appendix 1 – Current Workforce Profile ....................................................................... 23


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Foreword The workforce is central to achieving the Quality Ambitions of safe, effective and person centred care and the 2020 Vision for Healthcare. Everyone Matters:2020 Workforce Vision was launched in June 2013 and sets the vision for how the healthcare workforce will need to evolve to continue to provide high quality services that the people of Scotland and Shetland expect and deserve. We acknowledge that the data provided in this update provides a snapshot of the workforce in place at 31 March 2015 and therefore has its limitations. The key workforce challenges expected for NHS Shetland in the following year remain unchanged:

Attracting and retaining suitable skills to NHS Shetland specifically medical / specialist roles

Implementing changes to services and structures to achieve appropriate skill mix to deliver safe, efficient, sustainable services. This will include integration of Health and Social care

Developing and maintaining appropriate skills of current workforce

Achieving financial balance The report provides the following updates

Profile of workforce in post at 31 March 2015

Summary of Workforce Projections

Training Plan

Workforce Action Plan

Workforce Risks At 30th June we projected a 3.6% increase in the overall workforce for staff in post by 31 March 2016. This assumes filling all current vacancies at 1 April 2015. Some of these are supported by fixed term funding and longer term projections therefore show a subsequent decrease. In addition, the Board has a significant efficiency target if we are to continue to invest in the new services, including medicines required. With the majority of our costs liked to workforce a proportion of these efficiencies will need to be met through changes to our workforce, (at its simplest level the current efficiency target equates to 60 WTE). We are currently working on plans and redesign opportunities to close this gap. Natural turnover may not be sufficient to deliver the required change and managers may also need to reduce workforce through redeployment or redundancy mechanisms. Chief Executive Ralph Roberts


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Step 1: Defining the Plan 1.1 Introduction The purpose of this document is to provide an update on the NHS Shetland Workforce Plan 2014-17, published in August 2014. Focus therefore is on STEP 4 and STEP 5 of the Workforce Planning Cycle

The report includes updates to:

Workforce profile at 31 March 2015

Workforce projections made from staff in post at 31 March 2015

Workforce Action Plan update

Education and Learning Plan

Workforce Risk update

Workforce Action Plan 2015/16 1.2 Ownership of the plan

The key stakeholders who have contributed to the report update are:

Heads of Service

Executive Management Team

Area Partnership Forum


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1.3 Update on Workforce Planning Action Plan 2014/15

Description of Action

Lead Timescale for Implementation – Short, Medium or Longer term

Description of Potential impact on Workforce / Service

Financial resources required

Progress towards implementation 2015

1 Medical Staffing Review outcomes implementation

RD Short / Medium / Longer Term

Change in structure / roles / responsibilities / skills associated with repatriation of services

Costs to be recovered from reduction in patient travel costs. Current cover by locum, reduction in locum spend anticipated following appointment

Repatriation of services will progress with the successful appointment of a Consultant Obstetric and Gynae

2 Integration of Health and Social Care

SB Short / Medium / Longer Term

Joint working / Locality projects

No increase in costs COO appointed IJB established Joint partnership forum established Locality project to establish locality based multidisciplinary teams Intermediate Care Team in place

3 Primary Care Strategy development & subsequent

LW/SB

Short / Medium / Long Term

Change in structure / roles / responsibilities

Potential spend to save. Increase in Advance

Due for completion Dec 2015. Anticipated changes or aims to be achieved will be for implementation in 2016/17 and


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implementation ongoing from 2014

Nurse Practitioners at Lerwick Health centre to replace unfilled GP vacancies

beyond.

4 Implementation of Acute Services restructure / redesign

JM/KC Short/Medium Change in structure / roles / responsibilities / skills

SLA for LABS management with NHS Orkney 0.5 wte SLA NHS Grampian Clinical Governance Lead 0.2 wte

Changes in structure & skills relate to Child & Family Health Services to incorporate CAMHS service to include delivery of psychological therapies. Redesign of LABS, shared leadership / management with NHS Orkney UKAS accreditation achieved Local HCS lead established

5 Mental Health Review / implementation

DM / SB

Short / Medium Change in structure / roles and responsibilities

Reduction in locum costs anticipated

Drug and alcohol substance misuse services are now NHS led. Consultant Psychiatrist, and Associate Specialist Doctor now in post –


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6 Dental Services Review

RC / SB

Short / Medium

Change in structure / roles and responsibilities Attracting in independent practice

Reduction in locum costs and staffing overtime anticipated. Reflected in projections

Arrangements for an NHS Independent Dental practice are now in progress. Shortfall in Orthodontist remains

5 Soft Facilities Management Review implementation

LB / RR


Recommendations will be incorporated in financial savings plans

HFS review of soft FM has been undertaken and recommendations to be taken forward.

7 Pharmacy Redesign

CN Short / Medium Change in structure / roles and responsibilities to respond to an increase in volume and complexity with the vaccine programme roll out & maintain established services and continuation of leadership for NHS Orkney Pharmacy services

Changes to structure to include Remote and Rural Specialist will be subject to funding through the remote and rural fellowship scheme. Pharmacy SLA with NHS G to be reinvested where possible Reduction in prescribing costs

Natural turnover has resulted in further update to the structure to strengthen leadership and management of the service. The redesign is ongoing Anticipated this following year: Trainee posts and Prescription for excellence programme


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8 Implementation of eESS and Shared Services

LH Medium / Longer Term

Change in structure / roles and responsibilities, self service access to systems Increased access to data Improved data quality

Increased costs for system. National delay in implementation has required temporary backfill of admin vacancy. Anticipate to continue for next 12 - 18 months. Ongoing travel costs for training required for HR team

National challenges with the IREC module has resulted in a hold on progress with implementation of the system. Access to development sessions impeded by location. Savings target not achievable until fully implemented

9 Implementation of Staff Survey & I Matter

LH / Sally / IAN

Short / Medium / Longer Term

Avenue for staff feedback / temperature check of moral / satisfaction

I Matter Roll out started in December 2014

Short life working group established through APF to take forward actions to improve communications, reduce Bullying and harassment, & increase use of EKSF/ participation in appraisal Next Staff Survey to be rolled out in September 2015 – results anticipated January 2016 Imatter – update on roll out & action plans

10 Policies and Procedures

LH Short / Medium / Longer Term

Updates to policies and procedures in line with PIN guides as approved / potential for increase in costs

PIN Guides in excess of legislation pose a risk of additional costs for the Board which add to financial pressure

Review policies in respect of risk of Board Financial constraints through EMT AND Area Partnership forum, in respect of

increased costs


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capacity feasibility (whether back fill required as additional cost)

Local discretion should be considered for enhancements above legislative requirements to support achieving financial balance

Workforce Plan NHS Shetland 2015 - 2018

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Step 2: Service Change 2.1 Service Plan The workforce plan for NHS Shetland was provided in June 2014 http://www.shb.scot.nhs.uk/board/planning/wfp-20142017.pdf This report provides an update on action plans, projections and the workforce profile at 31 March 2015. The NHS Shetland Local Delivery Plan was updated April 2015, http://www.shb.scot.nhs.uk/board/planning/ldp-20152018.pdf Step 3: Defining the Required Workforce The process followed is set out below:

3.1 Workforce Data Cleansing Exercise HR commences data cleansing for staff in post reported at 30 September which is received by the end of October. Summary data is circulated to Heads of Service by the end of December to enable them to confirm feedback on changes and updates.

3.2 Workforce Projections

Heads of Service are required to complete both the excel projection sheets and the supporting word narrative documents for their respective service area and share with their lead from the Executive Management Team. The base line data at 31 March, received during May is entered by HR into the master excel template. Projection data received from Heads of Service is collated into the master templates. 3.3 Future Workforce Demand The projections shown below were made from staff in post at 31 March 2015 and not from budgeted establishments. The projections include outstanding vacancies not placed by 31 March 2015 and anticipated increase in demand for workforce in relation to known plans over the following 1-3 years. Many of the posts are anticipated to be fixed term or secondment opportunities as they are linked with finite funding to deliver specific projects e.g. e:health projects, therefore there will be a decrease in subsequent years. Main influences that may change projections include:

Primary Care Strategy

Medical staffing review / ongoing repatriation of services

Independent NHS Dental Practice

Integration of health and social care Projections summary anticipates the following by 2016:

http://www.shb.scot.nhs.uk/board/planning/wfp-20142017.pdf

http://www.shb.scot.nhs.uk/board/planning/ldp-20152018.pdf


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Total staff in post is projected to increase by 20.1 WTE (up 3.6%).

Medical (HCHS) is projected to increase by 2.8 WTE (up 8.4%).

Medical and dental support is projected to increase by 2.1 WTE (up 4.5%).

Nursing & Midwifery is projected to increase by 7.5 WTE (up 3.9%).

Administrative services is projected to increase by 6.5 WTE (up 5.4%), with management (non AfC) remaining static at 4.0 WTE.

Increases will be planned within budgeted establishments.

NHS Shetland projected staff in post (WTE) changes for financial year 2015/16 by staff group

Staff group 1

Board baseline

2015/16 projections

31-Mar-15

2 31-Mar-16

2 Change 3

Change %

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All staff groups 565.5 585.6 20.1 3.6%

Medical (HCHS)

32.8

35.6 2.8 8.4%

Dental (HCHS)

10.5

11.5 1.0 9.5%

Medical and dental support

45.1

47.2

2.1 4.5%

Nursing and midwifery

193.8

201.3 7.5 3.9%

Allied health profession

37.7

37.6 -0.1 -0.2%

Other therapeutic services

15.6

15.9

0.3 2.1%

Healthcare science

14.2

14.2 - -

Personal and social care

10.5

10.5

- -

Ambulance services - - - -

Support services

84.6

84.6 - -

Administrative services

120.7

127.2 6.5 5.4%

Management (non AfC) 4

4.0

4.0

- -

Source - NHS Board data. Projections are estimates and as a result are subject to change.

1. All figures in this table have been rounded to the nearest 1 decimal place.

2. Due to rounding, figures presented under board baseline 31-Mar-15 and 2015/16 projections

for 31-Mar-16, may not sum to the total for all staff groups. 3. Figures presented under change and change % have been calculated from the original

unrounded data provided by each NHSScotland board. As such, they may not be possible to

reproduce from the rounded WTE figures presented in the table. 4. Management (non-AfC) is a sub group of administration services and data are not


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comparable to the 25% reduction target in senior management posts. The definition used in the target

allows the exclusion of clinically orientated staff from within this group, and the inclusion of some

AfC administration staff (band 8a and above).

'x' = not applicable; '-' = zero

Step 4: Workforce Capacity and Capability 4.1 Current Workforce

The update of the NHS Shetland workforce profile for staff in post at 31 March 2015 is detailed in Appendix 1.

Gaps in supply continue requiring backfill of specialist skills by locum agencies.

4.2 Workforce/Service Redesign

Three key areas in the workforce profile that need to change to deliver the workforce projections and the Workforce 2020 vision are: 1. Primary Care Strategy / Medical staffing review 2. Integration / maximising skills 3. Mental Health Service Review

4.3 Finance

Three key financial or budget issues that require management to deliver workforce projections and the Workforce 2020 vision: 1. Reduction in spend to meet financial balance 2. Reduction in locum / agency spend 3. Reduction in Prescribing Costs

4.4 Nursing and Midwifery – Staffing for Quality

The Nursing workforce planning tools are used, however interpretation needs to be adapted to allow for remote and rural context and baseline data.


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Step 5: Workforce Action Plan

Learning and Education Plan

Workforce Risk Plan 2015/16

Workforce Action Plan 2015/16 Learning and Education Plan To follow


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Workforce Risk Plan 2015/16

WF Risk Context Existing Control Measures Actions

Inability to successfully recruit to vacancies and retain essential skills

Increased turnover Failure to fill vacancies Skill Shortages locally / nationally Low unemployment / high competition locally Locum availability / increased cost Increased advertising & recruitment costs Implementation of On line Recruitment via eESS

Resource planning to identify: Opportunities for redesign, Review of skill mix, Development opportunities, succession planning, options for integrated/ joint working with local authority / other Health Boards Attracting youth employment Implementation Plan for eESS

Turnover remains higher than mainland Boards during 2014/15 We continue to successfully appoint to vacancies, in the main within 3 months (repeat adverts sometimes necessary increasing recruitment advertising costs) Posts not appointed to are required to be reviewed for alternative solutions (this has an impact on locum costs). Youth employment return completed 2015 Number of applicants has decreased, implementation of IREC is considered to have had some negative influence on experience of applicants.


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Attracting and retaining local youth employment will remain challenging due to competing opportunities locally and nationally off island

Provision of relevant development / training required to maintain existing and support to develop new skills to meet future service demands and delivering integrated services

Focussing development needs / align with organisational future service needs Availability of appropriate development / training

Review of skills through joint development reviews, Personal Development Plan’s (PDP’s) and corporate training plans Aligning Service / Resource planning Evaluation of the impact of training in the workplace

Financial restraints restrict training to essential priorities as agreed by the Executive Management Team .

Ability to maximise utilisation of skills / resources that supports integrated working

Utilisation of skills available Geographical challenges Knowledge sharing Use of Technology

Service / resource planning / role development Joint Development Reviews / eKSF/ PDP’s Multidisciplinary team working Locality working Forums / Managed Clinical Networks

monitoring of measures in place


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Integration plans Managing Attendance

Availability of finance or short term funding to meet increasing costs

Decreasing budgets / limitations v’s increasing costs (development, succession planning, recruitment (advertising, use of temporary agency/ locums etc)

Savings targets Aligning finance planning / budget management Service / resource planning Effective use of specific funding allocations

Revised controls for vacancy approval put in place

Maintaining motivation and moral of staff

Leadership Innovation Managing Change Health in the workplace Engagement

Staff Governance Action plan Staff Survey ( implementation of I Matter) Exit Interview data Consultation for Change Health, safety and risk action plans Joint Development Review procedures / eKSF Occupational Health – availability of self & Management referral Independent Employee Assistance Provider Flexible working arrangements

Communication cascaded through team brief - providing feedback on board meetings / decisions and cascaded via team meetings / Area partnership Forum, team meetings

Data Quality issues Data quality reviews Migration of data to eESS eESS capability - system not yet fully functioning Reporting Data monitoring & analysis

ISD Data Quality returns Quarterly reports via SWISS Implementation plan for eESS OBIEE Reporting / Dashboards

Returns Ongoing. EESS implementation on going. VC arranged with ISD in Nov 2015 regarding SWISS & EESS


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Ongoing development needs

Reliance on technology / IT system functionality & maintenance / capability of users

Network stability Availability and capability to use VC, WebEx, virtual networks, web based systems, self service models Successful implementation of eESS ( Functionality)

IT Department locally Access to facilities and usage guidance locally and nationally e:Health national programme implementation plans - clinical and workforce systems)

Ehealth Local implementation plan

Availability and maintenance of appropriate buildings for work space and accommodation

Provision of a Safe Working Environment fit for purpose Office space Availability of board / local accommodation

H&S Policy and Risk Assessments Board Property Strategy

Review and restructure of the safety, risk and clinical governance team Head of Estates set up Sustainability and environmental group (includes workforce). Draft policy in development


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Workforce Planning Action Plan 2015/16

Description of Action

Lead Timescale for Implementation – Short, Medium or Longer term

Description of Potential impact on Workforce / Service

Financial resources required

Progress towards implementation anticipated 2016 and beyond

1 Medical Staffing Review ongoing implementation

RD Short / Medium / Longer Term

Change in structure / roles / responsibilities / skills associated with repatriation of services and how supported Changes to clinical pathways

Reduction in locum spend Reduction in patient travel costs

Appointment of Obs and Gynae Consultant – repatriation of services Acceptance by the Board of Proposals deriving from the Staffing Review and recruitment to any posts proposed. Detailed implementation plan developed

2 Integration of Health and Social Care

SB Short / Medium / Longer Term

Joint working progression of Locality projects Changes to working patterns / location of work Joint staff forum Joint training Joint planning

Continued reduction in costs

Develop more joint posts. Develop locality leadership, and framework to build on community assets base.

3 Primary Care Strategy development & subsequent implementation

LW/SB

Short / Medium / Long Term

Change in structure / roles / responsibilities Changes to working patterns / locations

Savings to be determined / efficiencies sought

Strategy to be completed by February 2016. Detailed implementation plan developed from the output of the Primary Care Strategy


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ongoing from 2014

Actions will be planned as part of implementation 2016 and beyond. Headlines in relation to potential service and staffing changes should be signalled in the 2016/19 Joint Strategic Commissioning Plan and 2016/17 workforce plan, but details will need further planning.

4 Implementation of Acute Services restructure / redesign

JM/KC Short/Medium / longer term

Change in structure / roles / responsibilities / skills

Development / maintenance of skills Succession planning pending retirements Improved sustainability of clinical staffing

5 Mental Health Review / implementation

DM / SB

Short / Medium Change in structure / roles and responsibilities Change of clinical pathways

Increase in establishments

Redesign ongoing – no further increase in costs, and efficiencies off island from increase in local establishment.

6 Dental Services Review

RC / SB

Short / Medium

Change in structure / roles and responsibilities Attracting in independent practice

Independent practice

Projected decrease in PDS over 1-3 years


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5 Soft Facilities Management Review implementation

LB / RR


Savings Plan in place

Projected decrease over 1-3 years

7 Pharmacy Redesign

CN Short / Medium Change in structure / roles and responsibilities to respond to an increase in volume and complexity with the vaccine programme roll out & maintain established services and continuation of leadership for NHS Orkney Pharmacy services

Invest to save on prescribing costs

Redesign on going

8 Implementation of eESS and Shared Services

LH Medium / Longer Term

Change in structure / roles and responsibilities, self service access to systems Increased access to data Improved data quality

Ongoing travel costs required to support access to training

Completion of Pilot has confirmed the continuation of EESS/ IREC rollout programme. Successful completion of EESS roll out will provide a platform for HR shared service model which will be determined 3-5 years


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9 Implementation of Staff Survey & I Matter

LH / Sally / IAN

Short / Medium / Longer Term

Avenue for staff feedback / temperature check of moral / satisfaction

Staff development

Staff Survey feedback anticipated in January 2016. Likely to be another survey undertaken to allow imatter to be established. Imatter roll out plan to continue 2015/16

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Policies and Procedures

LH Short / Medium / Longer Term

Updates to policies and procedures in line with PIN guides as approved / potential for increase in costs

Costs to be determined

WLB PIN implementation arrangements to be agreed to manage increase in costs and capacity issues Promoting attendance PIN still outstanding


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Step 6: Implementation 6.1 Monitoring

It is recommended that all three Workforce documents from Step 5 are reviewed on receipt of September data by the management team with input from HR, Finance and staff side representation.

6.2 Review / Refresh

Workforce Plans are required to be refreshed and updated annually using this template. The cycle commences in October with data cleansing and profiling. Heads of Services to submit updated plans and projections to Executive Director and HR by the end of January. Data will be collated and reviewed again on receipt of workforce data at 31 March. Projections and Workforce Plans to be signed off by Area Partnership Forum.


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Appendix 1 – Current Workforce The workforce profile is provided against the diversity strands in the Equality and Diversity Employment Monitoring report published on the website. http://www.shb.scot.nhs.uk/board/equality/EqualityUpdateandEmploymentMonitoringReport.pdf Gender Split/Age profile

Nursing and administration are the largest staff groups within NHS Shetland, both occupations tend to have a higher ration of female:male employees. A detailed summary of gender pay gap information was added in April 2015 The gender pay gap is calculated as the percentage difference between women and men’s average hourly pay, showing an overall 25% gender pay gap comparing all staff groups. Further details can be found on the website, via the following link: http://www.shb.scot.nhs.uk/board/equality/GenderPayGapInformation-Apr15.pdf

http://www.shb.scot.nhs.uk/board/equality/EqualityUpdateandEmploymentMonitoringReport.pdf

http://www.shb.scot.nhs.uk/board/equality/EqualityUpdateandEmploymentMonitoringReport.pdf

http://www.shb.scot.nhs.uk/board/equality/GenderPayGapInformation-Apr15.pdf


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Age Profile

The current profile shows:

38.3 % are 50 years or over

35.9% are aged 35-49 years

24.10% are aged 20-34 years

1.7% aged below 20 years The largest proportion of staff remain 50 years or over. We are currently reviewing the risk and potential impact of the introduction of revalidation in 2016 within nursing.

Compared with last year’s summary NHS Shetland has increased the number of employees under 20 years. The NHS Shetland Youth Employment return confirmed 12.11 WTE,16 – 24 year olds started employment with NHS Shetland after 1 April 2014. Some of these posts were fixed term opportunities. NHS Shetland continues to generate interest with the local youth community for work experience and volunteering through raising awareness with the local high schools and college. We hope to be able to attract youth back to the islands to fill future substantive vacancies following completion of further education on the mainland.


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Headcount and Whole Time Equivalent Headcount


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Whole Time Equivalent


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Full/Part-time Split

There has been an 11% increase in part time working in the last 12 months. This will reflect flexible working arrangements, but also that some staff hold multiple part time employments with NHS Shetland.


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Sickness Absence

The percentage absence for the year at 31 March 2015 is 4.56%, above the 4% HEAT target butt below the Scottish average of 5.04%. Long term sickness absence for the year was 2.44% below the Scottish average of 3.21%. Short term sickness absence for the year was 2.13% above the Scottish average of 1.83%.


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Turnover Turnover - 01/04/14 to 31/03/2015

Job Family

No. of starters

for last 12

months

No. of leavers

for last 12

months

Current

Headcount Turnover

Administrative Services 20 25 142 17.61%

Allied Health Profession 7 4 44 9.09%

Dental Support 2 2 37 5.41%

Healthcare Sciences 3 2 16 12.50%

Medical and Dental 29 23 49 46.94%

Medical Support 3 3 19 15.79%

Nursing/Midwifery 39 28 233 12.02%

Other Therapeutic 3 0 17 0.00%

Personal and Social Care 4 2 13 15.38%

Senior Managers 0 0 4 0.00%

Support Services 15 19 104 18.27%

Grand Total 125 108 678 15.93%

Note: Training Grade Doctors are included within the Turnover figures.

Turnover is defined as employees leaving NHS Shetland employment

Data does not include internal moves and changes to posts. Excluding Junior Doctors 68.72 WTE left NHS Shetland employment. Of the 68.72 wte leavers

40% had less than 2 years service,

35 % 2- 10 years service,

25% 10 or more years service. Reasons for leaving:

67% Other (New Job, relocating, personal)

18% Retirement

11% End of Fixed term contracts

1% Ill Health Retirement

1% Dismissal

1% Death In service The increase in turnover has provided some opportunity for change and redesign, however has increased costs for recruitment advertising, relocation and training commitments.


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Bank Nursing by Month

Month Total

April 22298.88

May 21635.1

June 34045.39

July 29714.82

August 23818.02

September 30930.72

October 22838.78

November 26432.64

December 36738.06

January 24162.7

February 27941.12

March 35257.65

Total 335813.88

Agency usage is summarised below by service:

SERVICE TOTAL (ex VAT)

MEDICAL STAFF - TRAINING 222,149.61

MEDICAL CONS £303,198.43

MEDICAL OBS AND GYNAE £37,701.84

MEDICAL PRIMARY CARE 649,572.46

MEDICAL MENTAL HEALTH £88,156.29

MEDICAL £1,853.74

DENTAL 210,772.87

NURSING £21,410.14

AHP'S (Radiography/ SPL) £34,932.97

SUPPORT SERVICES (Estates) £5,431.02

1,575,179.37

There has been considerable Agency spend to cover vacancies, including gaps in provision of Doctors in training and leave requirements across the year. Trend data reported through procurement is detailed below.

Supplier Apr-Jun 14 Jul-Sept 14 Oct-Dec 14 Jan-Mar 15 Contract

Athona Ltd (NP500/12) £509 £189


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FMSG (NP500/12) £57,940

£54,419 £7,721

Medacs (NP500/12) £73,184 £19,784 £34,234 £21,538

Reed Doctor (NP500/12)

Templars (NP500/12) £110,560 £10,176 £168,854 £136,767

Contract Total £241,684 £29,960 £258,017 £166,216 £695,876

Non Contract

Buchannan Locums £34,125 £28,856 £37,112 £55,368

Deltingpharm Limited (Locums) £25,677 £20,000

DRC Locums £22,351 £21,785 £13,891

LOCUM PEOPLE £22,990

Medical Locums 365 Ltd

£6,090

National Locums £30,823 £43,896

NC HEALTHCARE LIMITED

£10,028

Non Contract Total £59,802 £71,207 £89,720 £152,263 £372,992

Shetland Total £301,486 £101,166 £347,737 £318,479 £1,068,868


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Vacancies Current clinical vacancies at 31 March 2015 are summarised below. (Definition of a vacancy is an unfilled post that you are in effect actively trying to fill).

Job Family Band/Grade Total WTE

Nursing and Midwifery Hospital Band 2 6.6

Band 3 1

(Including: Mental Health 3 wte, Midwifery 1 wte) Band 5 4

(Including :Mental Health 1 wte, midwifery 3 wte) Band 6 5

Nursing and Midwifery Community (District Nurse) Band 5 1.8

Band 6 0.8

Allied Health Professionals

Occpational Therapy Band 5 1

Medical Staffing: Consultant Physician ( Acute Medicine) 1

Consultant Obs and Gynae 1

Vacancies as at 31 March 2015

Length of time of vacancy varies, at the time of reporting:

Allied Health Professional, occupational therapy – less than 3 months

Community nursing posts - 3 months or more

Consultant posts – more than 6 months Back fill for Consultant vacancies has been covered by locum or agency staff; both posts were required to be re-advertised. Nursing vacancies were frequently covered by Bank, with occasional use of Agency for specialist skills during long term related absence.

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