Public Board of Directors papers 30 June 2022

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

Risk appetite (Averse / Cautious / Eager)

Gaps in assurance

Principal Risks

Key Control established

Assurance

Exec Lead

Key Gaps in Controls

Likelihood

Impact

Current Risk Score 9 Monthly sickness levels as reported in Integrated performance and quality report. Return to work audits presented to workforce committee.

Responsible committee 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

Target date for completion

3

7.1 Target reductions in sickness levels not achieved DoW / COO 3 3 Adherence with sickness management policy. Sickness levels monitored & reported through Service and Operational meetings

None identified Cautious Workforce 9

None identified

Year end

R&R Trust wide group in operation reporting to the workforce committee. Commenced programme of work with an external organisation to develop our recruitment offer, advertising and brand.Commenced a programme of recruiting international nurses of a 6 month period. Quarterly oversight of Trust wide vacancies and recruitment activity presented to the workforce committee. Divisional oversight of recruitment activity and vacancies discussed at the monthly service review meetings. Turnover analysis and exit interview data presented and discussed six monthly at the workforce committee.PDR comliance Divisional and Trust wide action planning of staff survey results to be monitored at monthly service reviews and Workforce Committee. Development of a wellbeing dashboard to be presented to workforce committee triangulating Employee Relations activity, absence, turnover and other related data. Refresh of the Christie People Plan focus of priorities based on the organisation needs/staff survey responses. Extension of two staff health & wellbeing advisor posts to support workforce wellbeing. Facilitating Trust internal management structures to deliver improved engagement. Implementation of the Christie People Plan priorities for example Respect Campaign, cultures and values programme of work, management development programmes and creation of supportive toolkits. Delivery of training through virtual and e-platforms. Face to face training managed in line with social distancing. Performance will be monitored through the service and operational review process although this has been impacted throughout the year due to the Covid pandemic. Escalations of potential non-compliance through meeting structures (Trust Operational Group, risk/operation performance reviews/Management Board etc). Staff networks established, Board development sessions planned across the year focussing on discrimination. EDI programme board monitors delivery of the EDI plan and escalation of risks. Monitoring of WRES / WDES data in Workforce Committee

Risk of negative impact on delivery of services and staff engagement levels due to Trustwide staffing gaps in some occupations and ability to recruit and retain

15 National staff survey 2021 results. Reports to Management Board . Agency spend. Workforce Committee Oversight

National staff shortages impacting recruitment

15

None identified Averse Workforce 15

DoW 5 3

7.2

Year end

12 Regular reporting to Management Board and Board of Directors through the integrated performance report.

6

DoW 4 3

None identified Averse Workforce 12

7.3 Poor workforce engagement impacting on delivery of services.

None identified

Year end

7.4 NEW RISK

Failure to deliver organisational development plans to create a sustainable evolving organisational culture that is adaptive to change

10 Regular reporting to Management Board and Board of Dircetors through the Workforce report and associated executive reports. 9 Discussion at Divisional operational & performance reviews and Management Board. Reports to Board through integrated performance report 9 Reports to Workforce Committee, Management Board and Board. Staff story at each Workforce Assurance Committee.

DOW / EMD /

5

None identified Averse Workforce 10

None identified

COO 2 5

Year end

Impact of social distancing on delivery of training

DoW 3 3

None identified Cautious Workforce 9

6

7.5 Risk of non compliance with essential training needs

Year end

7.6 NEW RISK

Race/Disability discrimination impacting staff experience and therefore patient care

9

DoW 3 3

None identified Averse Workforce 9

None identified

Year end

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

Risk appetite (Averse / Cautious / Eager)

Gaps in assurance

Principal Risks

Exec Lead

Key Control established

Key Gaps in Controls

Assurance

Likelihood

Impact

Current Risk Score

Responsible committee 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

Target date for completion

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. Expansion of controlled parking zone approved. Extensive engagement programme in place. Sustainability Committee with Green plan (SDAT) in place. Key areas of focus include Energy & Buildings, Transport, Waste Management, Anaesthetic Gases (reduction in Desflurane and Nitrous Oxide), Pharmacy Waste. Plans in place for Carbon Literacy Training pilot with training planned for all staff, The Green Ward Competition. National and Regional Sustainability Initiatives - eg 'Gloves Off' Campaign

6 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. Capital programme shared with MCC and Board of Directors.

3

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

EDoF 2 3

None identified Cautious Board 6

None identified

Year end

Trust not fully compliant with Regional Greener NHS programme 20 deliverables for 2021/22

8.2 NEW RISK 8.3 NEW RISK

Failure to reach NHS Net Zero Targets (for the emissions we control directly by 2040, and net zero by 2045). Reduced ability to provide services and support to patients due to national / global influences (supplies / fuel costs etc)

6 Regular reporting to Management Board and Board of Directors through the integrated performance report.

None identified Cautious Audit

6

ECN 3 2

6

Year end

ECN 2 4 Group in place to review supply chain

None identified Cautious Audit

8

8 Reports to Audit Committee

8

Global position

Year end

99