Public Board of Directors papers 27.01.22

Corporate objective 7 - To be an excellent place to work and attract the best staff

Principal Risks

Exec Lead

Key Control established

Key Gaps in Controls

Assurance

Gaps in assurance

Likelihood

Impact

Current Risk Score 9 Monthly sickness levels as reported in Integrated performance and quality report

Opening Position 9 9 9 9

Position at end of Q1

Position at end of Q2

Position at end of Q3

Position at end of Q4

Target risk score

3

7.1 Target reductions in sickness levels not achieved DoW / COO 3 3 Adherence with sickness management policy monitored through performance review meetings. COVID-19 and non COVID-19 sickness levels monitored & reported. None identified

None identified

Trust potential to exhaust apprenticeship offer to current staff. Development of a workforce strategy on recurrent apprenticeship positions

Monthly monitoring of usage in School of Oncology. Development of apprenticeships positions built into vacancy process. Agreement in workforce planning meetings to include apprenticeships in workforce plans. School of Oncology leading in maximising higher level apprenticeships and usage of clinical apprenticeship opportunities. School leading on external partnership for development of higher apprenticeships. Information shared with managers on compliance. Redesigned systems and paperwork. Performance will be monitored through performance review process (restarted September/ October 20). HR supporting staff to record ongoing health and wellbeing conversations on the system. Workforce projects aligned to service transformation programmes. Quarterly updates. Use of internal bank list, allocation of teams/clinic days to maximize cover, flexible rota, prioritization of OOH cover. Introduction of Board Rounds 5 days per week (Jan 2019) Introduction of Physician Associates. Use of external agency to cover out-of-hours gaps where possible and to cover in-hours where significant shortfall. Re-advertise new JOF vacancies. Nurse, AHP and Medical Recruitment & Retention project group in place Ongoing Virtual recruitment events, Scoping International Recruitment, Review of induction/new starter processes, Employment brand/ attraction project. Delivery of training through virtual and e-platforms. Face to face training managed in line with social distancing. Performance will be monitored through performance review process (restarted September/ October 20). Escalations of potential non-compliance through meeting structures (risk/operation performance reviews/Management Board etc). Communication with staff, Board and Governors. Full cooperation of Christie staff with NHSEI. Regular updates to Board. De t ailed response sent to extracts from NHSEI draft report. Report received December 2021

9

None identified

DoW 3 3

9 Regular report to board

9 9 9 9

7.2 Underutilisation of the apprenticeship levy

6 Regular reporting to Management Board and Board of Directors through the integrated performance report. Trustwide performance at 79.2%

6

DoW 3 2

None identified

7.3 Risk of non compliance against PDR target to achieve Trust standard

Capacity to undertake reviews

6 6 6 6

Risk of negative impact on delivery of services and staff engagement levels due to Trustwide staffing gaps

16 National staff survey 2019 results. Reports to Management Board . Agency spend. Workforce Committee Oversight

National staff shortages impacting recruitment

15

None identified

DoW 4 4

8 8 16 16

7.4

9 Discussion at Divisional operational & performance reviews and Management Board. Reports to Board through integrated performance report 9 Internal Audit / counter fraud involvement. Ongoing dialogue with NHSEI. Legal advice where appropriate. No regulatory action required & no evidence of any wrong doing, including bribery and embezzlement, by the staff or board.

Impact of social distancing on delivery of training

6

DoW 3 3

None identified

7.5 Risk of non compliance with essential training needs

9 9 9 9

0

EMDS 3 3

None identified

None identified

7.6 Reputational damage as a result of the NHSEI rapid review (November 2020)

9 9 9 9

Corporate objective 8 - To play our part in the local healthcare economy and community

Principal Risks

Exec Lead

Key Control established

Key Gaps in Controls

Assurance

Gaps in assurance

Likelihood

Impact

Current Risk Score

Opening Position

Position at end of Q1

Position at end of Q2

Position at end of Q3

Position at end of Q4

Target risk score

Close working with Manchester City Council (MCC) on implementing the green travel plan . The strategic planning framework approved and includes current and future requirements for travel to site. Communication with residents through the Neighbourhood Forum and newsletters. Green travel plan and sustainability plan in place. Car park business case approved and planning granted. Expansion of controlled parking zone approved. Monthly meetings with MCC planning team and extensive engagement programme in place.

Met the 15/16 through 20/21 green travel milestones. Agreement by MCC of strategic development plan. 5 year Capital Plan delivery. Monitored through Management Board & Board of Directors. Monthly meetings with MCC. Capital programme shared with MCC and Board of Directors. Plans for tiered car parking approved Jan 18.

3

8.1 Impact on our ability to obtain planning approval for future capital developments.

EDoF&BD 2 3

None identified

6 6 6 6

6

None identified

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