WRES Action Plan 2016 -17 No. Indicator Description CCG Performance Action Lead Timescale 1 Percentage of staff in each of the AfC Gap in Band 8 Organisational Development Plan to be Chief Operating Autumn 2016 Bands 1-9 and VSM developed, to include succession Officer (including executive Board members) planning and career progression. compared with the percentage of staff in the overall Training needs analysis for organisation workforce. Organisations should to include long-term planning for undertake this calculation separately progression. for non-clinical and for clinical staff. 2 Relative likelihood of staff being Lower % BME For CCG, the numbers are small and Chief Operating At least recruited from shortlisting across applicants recruited subject to skew. Officer annually all posts. Monitor provider levels via WRES data, Contract with action to be reported at managers commissioner/provider meetings. 3 Relative likelihood of staff entering No data ( no Continue to monitor. Chief Operating Ongoing the formal disciplinary process proceedings in-year) Officer as measured by entry into a formal Governance disciplinary investigation. Team to monitor Note. This indicator will be based on data from a two year rolling average of the current year and the previous year 4 Relative likelihood of staff accessing No data Establish an annual training return from Chief Operating By Sept 2016 non mandatory training and all managers, to monitor levels of access Officer CPD. to training. Governance Team to monitor 5 KF 25. Percentage of staff Not published due to Make conflict resolution training Operating By Sept 2016 experiencing harassment bullying or low numbers available to staff affected. Officer abuse from patients relatives or the Governance public in last 12 months. Team to monitor
WRES Action Plan 2016 -17 No. Indicator Description CCG Performance Action Lead Timescale 1 Percentage of staff in each of the AfC Bands 1-9 and VSM (including executive Board members) compared with the percentage of staff in the overall workforce. Organisations should undertake this calculation separately for non-clinical and for clinical staff. Gap in Band 8 Organisational Development Plan to be developed, to include succession planning and career progression. Training needs analysis for organisation to include long-term planning for progression. Chief Operating Officer Autumn 2016 2 Relative likelihood of staff being recruited from shortlisting across all posts. Lower % BME applicants recruited For CCG, the numbers are small and subject to skew. Monitor provider levels via WRES data, with action to be reported at commissioner/provider meetings. Chief Operating Officer Contract managers At least annually 3 Relative likelihood of staff entering the formal disciplinary process as measured by entry into a formal disciplinary investigation. Note. This indicator will be based on data from a two year rolling average of the current year and the previous year No data ( no proceedings in-year) Continue to monitor. Chief Operating Officer Governance Team to monitor Ongoing 4 Relative likelihood of staff accessing non mandatory training and CPD. No data Establish an annual training return from all managers, to monitor levels of access to training. Chief Operating Officer Governance Team to monitor By Sept 2016 5 KF 25. Percentage of staff experiencing harassment bullying or abuse from patients relatives or the public in last 12 months. Not published due to low numbers Make conflict resolution training available to staff affected. Operating Officer Governance Team to monitor By Sept 2016
wres-action-plan-2016-17.docx