Annual Report and Accounts - The Great Western Hospital

Wiltshire Community Health Services. In each issue the Trust ensures there is a wide
selection of features from across the Trust providing representation from both the acute and
community settings. The magazine also provides a good source of news items for the local
media.
• Launching the new Trust Intranet in February 2012 will provide greater opportunities to reach
staff across the newly enlarged organisation. For the first time since the merger in June 2011,
the Trust has a single intranet providing an accurate and timely source of information across
the various departments and empowering staff to take control of their own areas of the site to
share information with colleagues. The new intranet will feature web chat and video podcasts
in the future to provide important information in a more easily digestible format.
• Establishing an ‘Ask the Chief Executive’ email address to provide an opportunity for staff to
raise issues directly with Nerissa Vaughan and to receive a response direct.
• Hosting a number of Chief Executive ‘road shows’ across the Trust to provide staff with an
opportunity to meet the new Chief Executive and ask questions. These events included
sessions at a number of the community sites across Wiltshire. In addition a number of road
shows were held to launch the Trust STAR values over the summer.
• The monthly Team Brief continues to be used as a key source of information for staff offering
the Chief Executive’s personal view on issues affecting the Trust. The Team Brief has grown
to be a trusted source of information and we continue to look at ways to increase its
readership.
For 2012/13 an updated internal communication plan has been developed which takes into account
the enlarged organisation and aims to strengthen the channels the Trust already has in place for
communicating with staff. Underpinning the plan will be a drive to improve some of the key scores in
the latest staff survey. An internal communications staff survey will also be carried out to ensure we
can measure the impact of the various mechanisms in place and make adjustments accordingly.
9.6 Workforce Key performance indicators (KPI’s)
The Trust has a range of workforce KPI’s which are monitored to understand the organisation’s
performance.
Sickness absence. The upper threshold for sickness absence was set at 3.5% for 2011/12 a 0.5%
reduction on 2010/11. The sickness statistics are only available 6 weeks after the end of the month.
The latest figures available are for January when the rolling 12 month total was 3.42%. This equates
to 32860 days lost to the Trust. 3.42% absence represents an improvement for GWH and
benchmarks well across the NHS.
Turnover. Voluntary turnover at the end of January was 8.92%. This has been increasing slightly
due to the impact of the transition of WCHS on the data.
Vacancy levels. The difference between the budgeted headcount and actual in post is 7.62%,
although the actual vacancies that we are recruiting to is 2.35% of our headcount. Some recruitment
is being held in order to re-deploy clinical and non-clinical staff following on from bed re-configuration
plans and other changes.
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