Performance Monitoring

Orkney Health and Care Committee: 10 June 2021

Report by Chief Officer/Executive Director, Orkney Health and Care

1. Purpose of Report

To advise on the performance of Orkney Health and Care for the reporting period 1 October 2020 to 31 March 2021.

2. Recommendations

The Committee is invited to scrutinise:

2.1

The performance of Orkney Health and Care for the reporting period 1 October 2020 to 31 March 2021, as set out in sections 3 and 4 and Annex 1 of this report.

3. Service Performance Indicators

Service performance indicators provide the mechanism through which the performance of aspects of the services provided year on year are monitored. The monitoring report is attached as Annex 1.

4. Complaints and Compliments

4.1

Annex 2 sets out the number of complaints and compliments made to Orkney Health and Care in the period 1 January to 31 March 2021. A new reporting style, which provides more information, has been developed. Data for this new format has been available since 1 January 2021.

4.2

When considering the data within Annex 2, it should be noted that the Council has adopted a policy of encouraging staff to record all complaints against the Council through the Complaints Handling Procedure. This includes complaints that are quickly and satisfactorily resolved by the frontline service, thereby enabling the Council to identify any trends that would help to improve the service. As a result of this policy, the number of complaints captured by the procedure may increase and that does not necessarily reflect an increase in the number of people contacting the service to express dissatisfaction with the Council.

4.3

It is important to note that, although 12 complaints were received for the Home Care service, the service delivered in excess of 43,000 visits within the timeframe.

5. Corporate Governance

This report relates to the Council complying with its performance management policies and procedures and therefore does not directly support and contribute to improved outcomes for communities as outlined in the Council Plan and the Local Outcomes Improvement Plan.

6. Financial Implications

There are not anticipated to be any significant financial implications arising as a result of the recommendations of this report.

7. Legal Aspects

The Council’s performance management systems help the Council to meet its statutory obligation to secure best value.

8. Contact Officers

Stephen Brown, Chief Officer / Executive Director, extension 2601, Email stephen.brown3@nhs.scot

Pat Robinson, Chief Finance Officer, extension 2601, Email pat.robinson@orkney.gov.uk

Callan Curtis, Planning and Performance Officer, extension 2604, Email callan.curtis@orkney.gov.uk

9. Annexes

• Annex 1: Summary of the performance of Orkney Health and Care against its performance indicators.
• Annex 2: Complaints for Social Work/Social Care Services.

Annex 1: Orkney Health and Care Performance Indicator Report

Service Performance Indicators at 31 March 2021

CCG 01 – Sickness absence

The average number of working days per employee lost through sickness absence, expressed as a percentage of the number of working days available.

Comment

We are aware of the ageing workforce, and significant number of physical roles within OHAC. We will ensure that all policies and procedures are robustly followed in relation to management intervention. The COVID-19 pandemic has had a significant impact upon all staff, we recognise it has been a very challenging and unusual year with many impacts on health and wellbeing. To support our staff, several activities have been made available and communicated through the training team to support wellbeing such as mindfulness sessions and yoga. At this stage it is too early to determine what impact this may have.

Trend Chart

IMAGE: The Orkney Islands Council crest and the words “ORKNEY ISLANDS COUNCIL” appear beside the performance indicator. A trend chart shows sickness absence for H1 2019/20 at 8.93%, H2 2019/20 at 6.99%, H1 2020/21 at 6.09%, and H2 2020/21 at 7.9%, against a 4% target.

CCG 02 – Sickness absence

Of the staff who had frequent and/or long-term sickness absence (they activated the sickness absence triggers), the proportion of these where there was management intervention.

Comment

With staff capacity already an issue pre-pandemic this was further escalated within a small system where staff already have multiple roles and responsibilities; ensuring the safety and wellbeing of service users throughout the pandemic had to take priority. Reminders have been sent to all OHAC managers to reinforce the importance of following policies and procedure in relation to sickness absence, these policies support our management and allow OHAC to better support staff and improve our performance in this measure.

Trend Chart

IMAGE: A trend chart shows management intervention for sickness absence at 66.96% in H1 2019/20 and 33.91% in H2 2020/21. No bars are shown for H2 2019/20 or H1 2020/21. The target line is 90%.

CCG 03 – Staff accidents

The number of staff accidents within the service, per 30 staff per year.

Comment

The number of accidents recorded in this period is 31% higher than the previous period. Over the last year, an increase has been seen in the category of acts of violence which is in part due to the significant complex needs of those within our services. The Health and Safety Officer has been invited to attend all management team meetings and visit premises as necessary. Work is underway to develop quarterly reporting of accident/incidents in the workplace and causes; this will be a standing item on the OHAC SMT agenda. This will ensure trends are identified early and learnings are taken forward. As a step towards embracing learnings from these incidents we have circulated redacted accident reports for wider learning within OHAC.

Trend Chart

IMAGE: A trend chart shows staff accidents at 0.89 in H1 2019/20, 0.96 in H2 2019/20, 1.33 in H1 2020/21, and 1.8 in H2 2020/21, against a target of 1.

CCG 04 – Budget control

The number of significant variances (priority actions) generated at subjective group level, as a proportion of cost centres held.

Comment

The number of priority actions increased due to budgets not being transferred throughout the year which highlights the true financial issues within services. However, this will be discussed with the new Chief Officer once in post and the wider OHAC SMT in regard to the identified variances.

Trend Chart

IMAGE: A trend chart shows significant budget variances at 28% in H1 2019/20, 47% in H2 2019/20, 45% in H1 2020/21, and 56% in H2 2020/21, against a 15% target.

CCG 05 – Recruitment and retention

The number of advertised service staff vacancies still vacant after six months from the time of advert, as a proportion of total staff vacancies.

Comment

Staff continue to recruit timeously due to the need to cover the staffing vacancies at the earliest possible point in social care. This indicator will be monitored as the impacts of the pandemic may have contributed.

Trend Chart

IMAGE: A trend chart shows vacancies remaining unfilled after six months at 2.26% in H1 2019/20, 1.24% in H2 2019/20, 0.68% in H1 2020/21, and 0% in H2 2020/21, against a 2% target.

CCG 06 – Recruitment and retention

The number of permanent service staff who leave the employment of Orkney Islands Council – but not through retirement or redundancy – as a proportion of all permanent service staff.

Comment

Retention of staff is currently positive.

Trend Chart

IMAGE: A trend chart shows permanent staff leaving employment at 2.35% in H1 2019/20, 1.67% in H2 2019/20, 1.61% in H1 2020/21, and 1.97% in H2 2020/21, against a 5% target.

CCG 07 – ERD

The number of staff who receive (at least) an annual face-to-face performance review and development meeting, as a proportion of the total number of staff within the service.

Comment

With staff capacity an existing issue pre pandemic and the need to ensure the safety and wellbeing of service users throughout the pandemic, the priority of undertaking ERDs throughout the service within the last twelve months has been impacted. ERD figures are now reported to OHAC Senior Management Team routinely, the aim of this is to encourage accountability within service and ensure staff ERDs are undertaken on a timely basis. This will continue to be monitored and we expect to improve over the next 12 months.

Trend Chart

IMAGE: A trend chart shows staff receiving annual face-to-face performance reviews at 50.1% in H1 2019/20, 45.4% in H2 2019/20, 41.4% in H1 2020/21, and 43% in H2 2020/21, against a 90% target.

CCG 08 – Invoice payment

The number of invoices that were submitted accurately, and paid within 30 days of invoice date, as a proportion of the total number of invoices paid.

Comment

OHAC was the first service to trial Purchase to Pay. This ensures that invoices, once on the system, are routinely flagged electronically to mitigate the risk of misplaced or lost invoices. This has significantly increased the efficiency of the process. The trend illustrates the benefits of the system and has shown a steady improvement since implementation.

Trend Chart

IMAGE: A trend chart shows invoices paid within 30 days at 70.6% in H1 2019/20, 71.7% in H2 2019/20, 76.16% in H1 2020/21, and 86.3% in H2 2020/21, against a 90% target.

CCG 09 – Mandatory training

The number of staff who have completed all mandatory training courses, as a percentage of the total number of staff in the service.

Comment

Due to the pressures with the Health and Social Care system, mandatory training was not a priority throughout the COVID-19 pandemic. However, regardless of this OHAC SMT has recognised the figure is disappointing. All staff have been reminded of the importance of mandatory learning for best practice and the purpose of training, staff have been encouraged to make every effort to ensure their mandatory learning is completed and up to date. OHAC SMT has committed to ensure that staff are given dedicated time to complete their mandatory learning which should improve this measure over the next 6 months. In addition, there are some queries regarding the accuracy of this measure which are being investigated as well as a significant proportion of staff within the service do not have access to IT facilities as part of their duties.

Trend Chart

IMAGE: A trend chart shows mandatory training completion at 17.4% for H2 2020/21. The target line is 90%.

Annex 2: Complaints received for social work / social care services

Period: 1 January - 31 March 2021

The Number of complaints received from 1 January - 31 March 2021 and compliance with the timescales set by legislation.

Improvement notes