NHS Blackpool CCG Annual report 2021-22 – Section 2b – Remunerations and staff report

Remuneration Committee

 

The Members of the Remuneration Committee are:

 

  • David Edmundson, Chair/Lay Member (Governance)
  • Roy Fisher, CCG Chairman
  • Chris Brown, Lay Member
  • Helen Williams, Lay Member (Patient and Public Engagement)

 

The Remuneration Committee met once during the year and the following provided advice to the Remuneration Committee:

 

  • Mr H Naylor, Head of Programme Management and Corporate Business, Blackpool CCG (employee)
  • Mrs C Owen, Strategic People and Organisational Development Lead, Midlands and Lancashire Commissioning Support Unit
  • Mrs J Burrell, Senior HR Business Partner, Midlands and Lancashire Commissioning Support Unit

Policy on Remuneration of Senior Managers

The principles of remuneration below that guide the CCG’s Remuneration Committee are based on NHSE/I guidance issued to CCGs in 2013.

 

  1. CCGs may appoint persons to be employees as it considers appropriate and is able to pay its employees remuneration and travelling or other allowances in accordance with determinations made by its Governing Body, and employ them on such terms and conditions as it may determine.

 

  1. NHSE/I has issued guidance to CCGs on remuneration based on the following key principles, which are informed by and consistent with the principles set out in the Will Hutton ‘Fair Pay Review’:

 

  • Remuneration should fairly reward each individual’s contribution to their organisation’s success and should be sufficient to recruit, retain and motivate employees of sufficient calibre. However, organisations should be mindful of the need to avoid paying more than is necessary in order to ensure value for money in the use of public resources.
  • Remuneration must be set through a process that is based on a consistent framework and independent decision-making based on accurate assessments of the weight of roles and individuals’ performance in them.
  • Remuneration should be determined through a fair and transparent process via bodies that are independent of the people whose pay is being set, and who are qualified or experienced in the field of remuneration. No individual should be involved in deciding his or her own pay.
  • There should be appropriate delegated authority to CCG remuneration committees.
  • Remuneration must be based on the principle of equal pay for work of equal value.

 

  1. CCGs must have a Remuneration Committee drawn from the CCG’s Governing Body. In common with all public sector organisations and NHS bodies, the Remuneration Committee should bear in mind the need for properly defensible remuneration packages, which are linked to clear statements of responsibilities, and with rewards linked to the measurable discharge of those responsibilities.

 

  1. CCG Remuneration Committees must at all times:

 

  • Observe the highest standards of propriety involving impartiality, integrity, and objectivity in relation to the stewardship of public funds and the management of the bodies concerned.
  • Maximise value for money through ensuring that services are delivered in the most efficient and economical way, within available resources, and with independent validation of performance achieved wherever practicable.
  • Be accountable to Parliament, to users of services, to individual citizens, and to staff for the activities of the bodies concerned, for their stewardship of public funds and the extent to which key performance targets and objectives have been met.
  • Comply fully with the principles of the Citizen’s Charter and the Code of Practice on Access to Government Information, in accordance with the Government policy on openness.
  • Bear in mind the necessity of keeping comprehensive written records of their dealings, in line with general good practice in corporate governance.

 

  1. The CCG’s Remuneration Committee comprises four CCG Lay Members, who have agreed that the Lay Member with a lead role in overseeing key elements of financial management and audit will be the Chair of the Remuneration Committee. In all their decisions, Remuneration Committees should also remain aware that each individual NHS organisation is corporately responsible for ensuring that its pay arrangements are appropriate in terms of Equal Pay requirements and other relevant legislation. No Senior Managers should be present for discussions about their own remuneration, although it is reasonable for the Chief Clinical Officer and other Senior Managers where appropriate, to attend meetings of the Remuneration Committee during which the remuneration of other staff is discussed.

 

  1. The CCG has implemented the 2021/22 nationally agreed 3% pay award uplift for all NHS employees covered by NHS terms and conditions service (Agenda for Change). For CCG employees not covered by this 2021/22 pay award uplift, the CCG’s Remuneration Committee agreed to implement a pay freeze, as advised by the Cabinet Office and NHS England and Improvement for all NHS staff engaged on non-Agenda for Change contracts.

 


Remuneration Report

2021/22 Salaries and Allowances of the Governing Body (subject to audit)

 

Name Title Salary and Fees Taxable Benefits All Pension Related Benefits Total
(Bands of £5000) (Rounded to the nearest £00) (Bands of £2,500) (Bands of £5,000)
£000 £00 £000 £000
Mr R Fisher Chair 35-40 0 0 35-40
Dr A Doyle (Note 1) Chief Clinical Officer (to 31.7.21) 15-20 0 0 15-20
Mr D Edmundson Lay Member 10-15  

0

0 10-15
Mr C Brown Lay Member 5-10 0 0 5-10
Dr M Williams GP Member 25-30 0 0 25-30
Dr L Rudnick GP Member 25-30 0 0 25-30
Dr S Singh GP Member 25-30 0 7.5-10 30-35
Dr C Augustine GP Member 25-30  

0

0 25-30
Dr M Martin GP Member 25-30 0 7.5-10 30-35
Dr S Green GP Member (to 30.04.21) 0-5 0 10-12.5 10-15
Mr A Harrison (Note 3) Chief Finance Officer 30-35  

0

0 30-35
Mrs J Scattergood (Note 2) Director of Nursing and Quality (to 30.6.21) 10-15  

0

172.5-175 180-185
Mrs Y Rispin (Note 4) Director of Ambulance and NHS 111 Commissioning 100-105  

0

37.5-40 140-145
Mrs H Williams Lay Member 5-10  

0

0 5-10
Dr B Butler-Reid (Note 2 & 4) Clinical Director (to 31.8.21) 15-20  

0

10-12.5 25-30
Dr N Hartley-Smith (Note 2 & 4) Clinical Director 25-30  

0

0 25-30
Mr J Gaskins

(Note 2)

Acting Chief Finance Officer 45-50 0 0 45-50
Mr N Medway (Note 2)

 

 

Deputy Director of Nursing & Quality (from 1.7.21) 35-40  

0

0 35-40
Mr A Bennett

(Note 5)

 

Interim Accountable Officer (from 1.8.21)

 

15-20  

0

150-152.5 165-170
Mrs J Higgs

(Note 2 & 4)

 

 

Locality Director 65-70  

0

0 65-70

Notes (All figures shown in bands of £5k):

 

Note 1: The figures shown above for Dr Amanda Doyle represent the proportion of Dr Doyle’s remuneration relating to Blackpool CCG only, for the time in post 01/04/2021 to 31/07/2021.

 

Dr Doyle’s total salary for the period of office (excluding taxable benefits) is £75-80K which is split as follows:

£15-20k to Blackpool CCG in respect of Accountable Officer duties;

£30-35k to the Integrated Care System for work as the ICS Lead;

£15-20k to Fylde and Wyre CCG in respect of Accountable Officer duties; and

£10-15k charged to West Lancashire CCG in respect of Accountable Officer duties.

 

The recharges from Blackpool CCG to Fylde and Wyre CCG and West Lancashire CCG are based on the population split between the three CCGs.

 

The pension and taxable benefits disclosure, however, has not been apportioned and is showing in full in Blackpool CCG’s Annual Report only.

 

Note 2: During 2021/22 the two Fylde Coast CCGs continue to operate under a joint executive management structure. The above salary disclosures therefore represent the proportion of remuneration relating to Blackpool CCG only. In each case this is 50% of total salary for the period in post which in full would be:

 

 

Mrs J Scattergood (to 30/06/2021)                         £20-25K

Mr J Gaskins                                                           £90-95K

Dr B Butler-Reid (to 31/8/2021)                              £30-35K

Dr N Hartley-Smith                                                 £50-55K

Mr N Medway (from 01/07/2021)                            £70-75K

Mrs J Higgs (from 01/04/2021)                               £135-140K

 

The pension benefits disclosure for these individuals has not been apportioned between the two Fylde Coast CCGs. Mrs J Scattergood’s, Dr B Butler-Reid’s and Dr N Hartley-Smith’s figures can therefore be observed in the Blackpool CCG annual report. Figures for Mr J Gaskins and Mr N Medway are identified in Fylde and Wyre CCG’s annual report. This reflects the original employing organisation of each individual.

 

Note 3: The figures shown in the above table for Mr A Harrison represent the proportion of Mr Harrison’s remuneration relating to Blackpool CCG only.

 

From 1st August 2020 Mr Harrison became temporary Chief Finance Officer for Morecambe Bay CCG alongside Mr Harrison’s existing joint Chief Finance Officer role for Fylde and Wyre CCG and Blackpool CCG.

Mr Harrison’s total salary (excluding taxable benefits) is £130-135K which is split as follows for 2021/22:

£30-35K in relation to Fylde and Wyre CCG in respect of Chief Finance Officer duties;

£30-35K charged to Blackpool CCG in respect of Chief Finance Officer duties; and

£65-70K charged to Morecambe Bay CCG in respect of Chief Finance Officer duties.

 

The recharges from Fylde and Wyre CCG to Blackpool CCG and West Lancashire CCG are based on the population split between the three CCGs.

 

The pension and taxable benefits disclosure has not been apportioned and is showing in full in Fylde and Wyre CCG’s Annual Report only.

 

Note 4: Mrs Y Rispin, Mrs J Higgs, Dr N Hartley-Smith, and Dr B Butler-Reid (for the period in post) do not have Governing Body voting rights.

 

Note 5: The figures shown above for Mr Andrew Bennett represent the proportion of Mr Bennett’s remuneration relating to Blackpool CCG only, for the time in post (from 01/08/2021).

 

Mr Bennett’s total salary for the period of office (excluding taxable benefits) is £90-95K which is split as follows:

£15-20K to Blackpool CCG in respect of Interim Accountable Officer duties;

£45-50K to the Integrated Care System for work as the ICS Lead;

£15-20K to Fylde and Wyre CCG in respect of Accountable Officer duties; and

£10-15K charged to West Lancashire CCG in respect of Accountable Officer duties.

 

The charges to the CCGs are based on the population split between the three CCGs.

 

The pension and taxable benefits disclosure has not been apportioned and is showing in full in Blackpool CCG’s Annual Report only.

 

 

The figures in the column headed ‘All Pension Related Benefits’ represents the annual increase in pension entitlements for the individual over the lifetime of the pension. The figures have been calculated in line with the HMRC method. This does not represent an actual payment made to an individual.

 

The CCG does not have a performance-related pay scheme. There is, therefore, no reference to performance-related bonuses in the Salaries and Allowances table.

 

Please note that the Department of Health and Social Care has directed that calculations that result in negative figures are shown as zeros in the Salaries and Allowances and Pension Entitlements disclosure notes.


2020/21 Salaries and Allowances of the Governing Body (subject to audit)

 

Name Title Salary and Fees Taxable Benefits All Pension Related Benefits Total
(Bands of £5000) (Rounded to the nearest £00) (Bands of £2,500) (Bands of £5,000)
£000 £00 £000 £000
Mr R Fisher Chair 35-40 0 0 35-40
Dr A Doyle (Note 1) Chief Clinical Officer 45-50 0 0 45-50
Mr D Edmundson Lay Member 10-15 0 0 10-15
Mr C Brown Lay Member 5-10 0 0 5-10
Dr M Williams GP Member 25-30 0 0 25-30
Dr L Rudnick GP Member 25-30 0 0 25-30
Dr S Singh GP Member 25-30 0 0 25-30
Dr C Augustine GP Member 25-30 0 0 25-30
Dr M Martin GP Member 25-30 0 0 25-30
Dr S Green GP Member 25-30 0 0 25-30
Mr D Bonson (Note 2) Chief Operating Officer (to 8.1.21) 40-45 0 0 40-45
Mr A Harrison (Note 3) Chief Finance Officer 40-45 0 0 40-45
Mrs J Scattergood (Note 2) Director of Nursing and Quality 45-50 0 342.5-345 385-390
Mrs Y Rispin (Note 4) Director of Ambulance and NHS 111 Commissioning 100-105 0 0 100-105
Mrs H Williams Lay Member 5-10 0 0 5-10
Dr B Butler-Reid (Note 2 & 4) Clinical Director 30-35 0 10-12.5 40-45
Dr N Hartley-Smith (Note 2 & 4) Clinical Director 25-30 0 7.5-10 30-35
Mr J Gaskins

(Note 2 & 3)

Acting Chief Finance Officer (from 1.8.20) 30-35 0 0 30-35

 

Notes (All figures shown in bands of £5k):

 

Note 1: The figures shown above for Dr Amanda Doyle represent the proportion of Dr Doyle’s remuneration relating to Blackpool CCG only.

 

Dr Doyle’s total salary (excluding taxable benefits) is £225-230k which is split as follows for 2020/21:

£45-50k to Blackpool CCG in respect of Accountable Officer duties;

£100-105k to the Integrated Care System for work as the ICS Lead;

£45-50k to Fylde and Wyre CCG in respect of Accountable Officer duties; and

£30-35k charged to West Lancashire CCG in respect of Accountable Officer duties.

The recharges from Blackpool CCG to Fylde and Wyre CCG and West Lancashire CCG are based on the population split between the three CCGs.

 

The pension and taxable benefits disclosure, however, has not been apportioned and is showing in full in Blackpool CCG’s Annual Report only.

 

Note 2: During 2020/21 the two Fylde Coast CCGs continue to operate under a joint executive management structure. The above salary disclosures therefore represent the proportion of remuneration relating to Blackpool CCG only. In each case this is 50% of total salary for the period in post which in full would be:

 

Mr D Bonson (to 8.1.21)                         £80-85k

Mrs J Scattergood                                  £90-95k

Mr J Gaskins (from 1.8.20)                     £60-65k

Dr B Butler-Reid                                     £60-65k

Dr N Hartley-Smith                                 £50-55k

 

The pension benefits disclosure for these individuals has not been apportioned between the two Fylde Coast CCGs. Mrs J Scattergood’s, Dr B Butler-Reid’s and Dr N Hartley-Smith’s figures can therefore be observed in the Blackpool CCG annual report and Mr J Gaskins figures are identified in Fylde and Wyre CCG’s annual report. This split reflects the original employing organisation of each individual.

 

Note 3: The figures shown in the above table for Mr A Harrison represent the proportion of Mr Harrison’s remuneration relating to Blackpool CCG only.

 

From 1st August 2020 Mr Harrison became temporary Chief Finance Officer for Morecambe Bay CCG alongside Mr Harrison’s existing joint Chief Finance Officer role for Fylde and Wyre CCG and Blackpool CCG.

Mr Harrison’s total salary (excluding taxable benefits) is £125-130k which is split as follows for 2020/21:

£40-45k in relation to Fylde and Wyre CCG in respect of Chief Finance Officer duties;

£40-45k charged to Blackpool CCG in respect of Chief Finance Officer duties; and

£40-45k charged to Morecambe Bay CCG in respect of Chief Finance Officer duties.

 

In the period to 31 July 2020 the costs are split equally between Blackpool and Fylde and Wyre CCGs. From 1 August 2020 the costs are based on the population split between the three CCGs.

 

The pension and taxable benefits disclosure has not been apportioned and is showing in full in Fylde and Wyre CCG’s Annual Report only.

 

Mr J Gaskins became Acting Chief Finance Officer for Fylde and Wyre CCG and Blackpool CCG on 1 August 2020 and from that date the costs are split equally between the two CCGs. This role was established in order to provide sufficient level of executive cover to the Governing Bodies throughout the period of Mr Harrison’s additional duties as Chief Finance Officer for Morecambe Bay CCG.

 

Note 4: Mrs Yvonne Rispin, Dr Butler-Reid and Dr Hartley-Smith do not have Governing Body voting rights.

The figures in the column headed ‘All Pension Related Benefits’ represents the annual increase in pension entitlements for the individual over the lifetime of the pension. The figures have been calculated in line with the HMRC method. This does not represent an actual payment made to an individual.

 

The CCG does not have a performance-related pay scheme. There is, therefore, no reference to performance-related bonuses in the Salaries and Allowances table.

 

Please note that the Department of Health and Social Care has directed that calculations that result in negative figures are shown as zeros in the Salaries and Allowances and Pension Entitlements disclosure notes.

 


Pension Entitlements of Senior Managers as at 31 March 2022 (subject to audit)

 

Name Title Real increase in pension at pension age (bands of £2,500) Real increase in pension lump sum at pension age (bands of £2,500) Total accrued pension at pension age at 31 March 2022 (bands of £5,000) Lump sum at pension age related to accrued pension at 31 March 2022 (bands of £5,000) Cash Equivalent Transfer Value at 1 April 2021 Real increase in Cash Equivalent Transfer Value Cash Equivalent Transfer Value at 31 March 2022
    £000 £000 £000 £000 £000 £000 £000
Mrs J Scattergood Director of Nursing and Quality (to 30.6.21) 0-2.5 2.5-5 35-40 85-90 579                     38 748
Mrs Y Rispin Director of Ambulance and NHS 111 Commissioning 0-2.5 0-2.5 40-45 110-115 942                     52                  1,012
Dr C Augustine GP Member 0 0-2.5 10-15 30-35 246 0                     241
Dr M Martin GP Member 0-2.5 0-2.5 10-15 25-30 219                     11                     235
Dr S Green GP Member (to 30.4.21) 0-2.5 0-2.5 10-15 20-25 166                     11                     178
Dr S Singh GP Member 0-2.5 0-2.5 10-15 20-25 212*                     10                     227
Dr B Butler-Reid

 

Clinical Director (to 31.8.21) 0-2.5 0 5-10 0-5 40                       9                       50
Dr Neil Hartley-Smith Clinical Director 0 0 10-15 25-30 242 0                     238
Mr A Bennett Interim Accountable Officer (from 1.8.21)

 

5-7.5 7.5-10 55-60 125-130 967 94 1,134

Notes:

 

* NHS Business Services Authority has advised that the pension figures provided for Dr S Singh that were reported in the 2020/21 Remuneration Report for Blackpool CCG have been subsequently revised. The Cash Equivalent Transfer Value at 1 April 2021 reported in the above table therefore does not correspond to the Cash Equivalent Transfer Value at 31 March 2021 reported in the previous year’s Remuneration Report which was £465K.

 

Not all members of the Governing Body receive pensionable remuneration or are members of the NHS Pension Scheme (for officer status). As such there are no entries in respect of pensions for these individuals.

 

Cash Equivalent Transfer Values

A cash equivalent transfer value (CETV) is the actuarially assessed capital value of the pension scheme benefits accrued by a member at a particular point in time. The benefits valued are the member’s accrued benefits and any contingent spouse’s (or other allowable beneficiary’s) pension payable from the scheme.

 

A CETV is a payment made by a pension scheme or arrangement to secure pension benefits in another pension scheme or arrangement when the member leaves a scheme and chooses to transfer the benefits accrued in their former scheme. The pension figures shown relate to the benefits that the individual has accrued as a consequence of their total membership of the pension scheme, not just their service in a senior capacity to which disclosure applies.

 

The CETV figures and the other pension details include the value of any pension benefits in another scheme or arrangement which the individual has transferred to the NHS pension scheme. They also include any additional pension benefit accrued to the member as a result of their purchasing additional years of pension service in the scheme at their own cost. CETVs are calculated within the guidelines and framework prescribed by the Institute and Faculty of Actuaries.


Real Increase in CETV

This reflects the increase in CETV effectively funded by the employer. It takes account of the increase in accrued pension due to inflation, contributions paid by the employee (including the value of any benefits transferred from another scheme or arrangement) and uses common market valuation factors for the start and end of the period.


Compensation on Early Retirement or for Loss of Office

There have been no payments for compensation on early retirement or for loss of office made in 2021/22 (nil 2020/21).


Payments to Past Members

There have been no payments that require disclosure made to any individual who had previously been a Governing Body member of the CCG in 2021/22 (nil 2020/21).

 


Fair Pay Disclosure (subject to audit)

Reporting bodies are required to disclose the relationship between the remuneration of the highest paid director in their organisation against the 25th percentile, median and 75th percentile of remuneration of the organisation’s workforce. Total remuneration is further broken down to show the relationship between the highest paid director’s salary component of their total remuneration against the 25th percentile, median and 75th percentile of salary components of the organisation’s workforce.

 

As at 31 March 2022, remuneration ranged from £11,804 to £230,400 (2020/21: £12,612 to £132,707) based on annualised, full-time equivalent remuneration of all staff (including temporary and agency staff). Total remuneration includes salary, non-consolidated performance-related pay, benefits-in-kind, but not severance payments.  It does not include employer pension contributions and the cash equivalent transfer value of pensions.

 

Remuneration of Blackpool CCG staff is shown in the table below:

 

  25th percentile Median 75th percentile
  2021/22 2020/21 2021/22 2020/21 2021/22 2020/21
‘All staff’ remuneration based on annualised, full-time equivalent remuneration of all staff (including temporary and agency staff) £32,306 £30,615 £42,120 £38,890 £54,764 £53,168
Salary component of ‘all staff’ remuneration based on annualised, full-time equivalent remuneration of all staff (including temporary and agency staff) £32,306 £30,615 £42,120 £38,890 £54,764 £53,168

 

Percentage Change in remuneration of highest paid director

 

  Salary and allowances Performance pay and bonuses All taxable benefits
The percentage change from the previous financial year in respect of the highest paid director -20% 0% 0%
The average percentage change from the previous financial year in respect of employees of the entity, taken as a whole 11% 0% 0%

 

 

The banded remuneration of the highest paid director in Blackpool CCG in the financial year 2021/22, inclusive of taxable benefits, was £140,000-145,000 (representing a decrease of 20% against 2020/21: £175,000-£180,000). This reflects a change in the individual occupying the post considered to be the highest paid director and associated salary.

 

 

 

In 2021/22, one individual received annualised remuneration in excess of the Highest Paid Director (2020/21, zero).

 

The 11% increase seen in the average pay of the employees of the entity reflects a change in staff composition alongside workforce pay awards and increments.

 

 

Pay Ratio Information

The ratios of staff remuneration against the mid-point of the banded remuneration of the highest paid director, is illustrated in the table below.

Year 25th percentile total remuneration ratio 25th percentile salary ratio Median total remuneration ratio Median salary ratio 75th percentile total remuneration ratio 75th percentile salary ratio
2021/22 4.4:1 4.4:1 3.4:1 3.4:1 2.6:1 2.6:1

 

2020/21 5.8:1 5.8:1 4.6:1 4.6:1 3.3:1 3.3:1

 

 

The decrease in the pay ratios observed between 2021/22 and 2020/21 is a combination of two factors:

 

  • The 20% decrease observed between the remuneration of the highest paid director in post as at 31 March 2022 compared with the remuneration of the highest paid director in post as at 31 March 2021.

 

  • The headcount of staff included in the ratio calculations has decreased between the two years (from 104 at 31.3.21 to 90 at 31.3.22) and this change in staff composition, as well as workforce pay awards and increments, has resulted in higher salaries seen at the 25th percentile, median and 75th percentile points as at 31 March 2022 than at 31 March 2021.

 

The two factors together result in smaller ratios observed between the pay of the highest paid director and that of the workforce.


Staff Report

The Staff Report includes a number of items that are subject to the scrutiny of External Audit and some sections where External Audit is not required to give an opinion on the content. The items that are subject to audit are identified throughout the report.


Staff Numbers: Senior Managers

The number of Senior Managers in the CCG, taken as at 31 March 2022, is shown below, both in terms of headcount (number) and whole time equivalent (WTE):

 

Pay Band Number WTE
VSM 2 1.20
9 2 0.75
8d 5 3.65
8c 3 2.80
8b 1 1.00
TOTAL 13 9.40

 

For the purposes of this disclosure, the term ‘Senior Managers’ includes those staff on the Governing Body, and those managers who report directly to the members of the Executive Team.


Remuneration of Very Senior Managers

The Secretary of State wrote on 2 June 2015 to Chairs of NHS organisations about the pay of Very Senior Managers (VSMs). This included the introduction of controls on appointments of VSMs on salaries exceeding £142,500 per annum, reflecting the Prime Minister’s salary. The Prime Minister’s salary has now increased to £150,000. Whilst the ‘2021/22 Salaries and Allowances of the Governing Body’ table does not identify any individuals with salaries and fees in excess of this value, the following should be noted in relation to the salary of the Chief Clinical Officer who was in post until 31 July 2021:

 

The full time equivalent annual salary of the Chief Clinical Officer was £225-230k. However, the total salary relating the Chief Clinical Officer’s time in post from 1 April 2021 to 31 July 2021 (excluding taxable benefits) was £75-80k recharged across a number of organisations as follows by value (all figures shown in bands of £5k) and % of total salary:

 

  • £30-35k to the Integrated Care System (46%)
  • £10-15k to West Lancashire CCG (13%)
  • £15-20k to Fylde and Wyre CCG (21%)
  • £15-20k to Blackpool CCG (21%)

All elements of the remuneration were agreed by NHSEI.


Staff Numbers and Costs

A detailed note showing staff numbers and costs in the year can be viewed at Note 4 to the Annual Accounts.


Staff Categorisation

The following is an analysis of staff numbers, taken as at 31 March 2022, showing the categorisation of CCGs employees both in terms of headcount (number) and whole time equivalent (WTE):

 

Category Number WTE
Medical Staff 7 3.50
Nursing Staff 22 16.24
Administration and Estates Staff 62 57.54
TOTAL 91 77.28

 

Note: the category definitions are consistent with those in the Information Centre’s Occupational Code Manual. This may be observed via its website: www.ic.nhs.uk


Staff Composition

The following is a breakdown of the staff numbers, taken as at 31 March 2022, identifying the gender of CCG employees both in terms of headcount (number) and whole time equivalent (WTE):

 

Category Male          Female TOTAL
  Number WTE Number WTE Number WTE
Senior Managers – Executive Team 4 1.30 2 1.30 6 2.60
Senior Managers – Other 5 3.95 3 3.00 8 6.95
Other CCG Employees 20 16.62 57 51.11 77 67.73
             
TOTAL 29 21.87 62 55.41 91 77.28

Staff Policies

The CCG has a range of HR policies covering issues such as recruitment, disciplinary, flexible working etc. The HR policies are refreshed on an ongoing basis to reflect latest employment legislation and good practice.


Workforce Diversity and Inclusion

The CCG is committed to creating an inclusive and diverse workforce. The CCG is represented on the North West BAME (Black, Asian and Ethnic Minority) Assembly and is continuing to work towards addressing disproportionate impacts of COVID-19 on the NHS workforce.

 

The Fylde Coast (Blackpool and Fylde and Wyre) CCGs’ Workforce Race Equality Standard (WRES) reporting, and action plan has been approved by CCG governance processes and is now published on the CCG website. In summary, the WRES report includes:

 

  • Workforce data of staff employed by Fylde Coast CCGs on 31 March 2021
  • An action plan aligned to publication of the NHS People Plan and NHS Model Employer Strategy

 

The report shows:

 

  • 167 staff are employed by the Fylde Coast CCGs, of which 82.6% are self-reporting their ethnicity on the Electronic Staff Records (ESR) system (improved from 81% previous year).
  • The proportion of staff from BAME backgrounds is 4.8% (previous year 3.7%).
  • The proportion of BAME representation across the CCGs’ Governing Body members is 16.7% and in senior leaders (NHS AfC Band 8B and above) is 2.6%.

 

The CCG receives human resources support from NHS Midlands and Lancashire Commissioning Support Unit (MLCSU), who ensure that advice and support is available to all staff, and that fair and equitable recruitment practices in place. The TRAC Jobs website system is used to recruit new members of staff, and the CCG is supported by the Recruitment Team at MLCSU.

 

The CCG is committed to holding up to date information about the workforce, in line with current data protection legislation, to help ensure that strategic decisions affecting the workforce are based on accurate reporting and data.

 

The CCG aims to have a workforce that is representative of our local communities. Due to low workforce numbers, we are not able to publish specific data relating to age, religion and belief, sexual orientation, gender reassignment, pregnancy and maternity, marriage, and civil partnership as there is a risk of identifying individual members of staff through the publication of this data. The following information on Fylde Coast CCGs’ staff groups has been published:

 

Age: There is variation across age groups with lowest representation across younger age groups – under 24 years. The largest age groups represented are 45 to 59 years.

 

Sex:  Across the Fylde Coast, the population has nearly the same proportion of males (49.6 per cent) as females (50.4%). Within our workforce 73% of our workforce is women compared to 27% men.  The NHS workforce nationally is predominantly made up of a female workforce – 77%.

 

Disability:  The CCG has a low number of staff who have declared that they have a disability. There is a significant percentage of staff that have not disclosed their disability status. Despite the low numbers, there are a number of staff members who have required ‘reasonable adjustments’ to be made in the workplace due to a disability or long-term condition.

 

There are a number of policies and processes in place to address any disproportionate barriers faced by staff with a disability / long term condition. In summary these include:

  • Staff complete a Display Screen Equipment (DSE) assessment form annually and undertake annual mandatory training. This helps identify where any reasonable adjustments are needed.
  • Staff can access support from Occupational Health.

 

Mandatory Equality and Inclusion training for the CCG is monitored by ESR. Staff have the option to complete the training module online via ESR, or to attend an annual face to face training session that is provided by the Equality and Inclusion Team at MLCSU. Compliance with Equality and Inclusion Training in 2021 was 90.48% for NHS Blackpool CCG (+3.78% from 2020).


Trade Union Facility Time Reporting Requirements

Blackpool CCG is an active participant in the Staff Partnership Forum facilitated by NHS Midlands and Lancashire Commissioning Support Unit.  The CCG utilises this form as a vehicle and mechanism to support proactive staff engagement, consultation and, where appropriate, negotiation.  The CCG does not employ anyone who undertakes relevant union official duties as outlined in the Trade Union (Facility Time Publication Requirements) Regulations 2017 and therefore no time is released from this employer in relation to official duties.  The CCG liaises and works with CSU TU representatives and area/regional representatives from those recognised unions whose time will be recorded with their employing authority.


Other Employee Matters

We try hard to ensure that the CCG is a great place to work by creating a friendly, informal organisational culture in which our employees are encouraged to make decisions within their levels of authority; to ask questions; to contribute, clarify and confirm how to move issues forward; and to develop themselves to their full potential through formal training, real-life work experiences and projects.

 

Staff wellbeing is a priority for the CCG, particularly during the COVID-19 pandemic and recovery and to support staff through the planned period of transformation.  To support staff, a staff wellbeing group has been convened to bring together best practice from all CCGs in Lancashire and South Cumbria and to support different ways of working in the future.  Staff have been supported to continue to work effectively at home with plans to move to an agile working model.  Staff have been kept informed through team briefings and the staff bulletin about plans under the ‘Our Ways of Working’ approach contributing their views via surveys and submitting questions via email.  Further work to collate the wide range of staff wellbeing support has taken place with this now available in one document for ease of access.  In March 2022, the staff wellbeing group also hosted a wellbeing festival, a full day programme of interactive virtual sessions on a range of topics which staff could attend as appropriate.

 

In December 2021, the CCG’s Governing body signed up to the North West HR Directors’ staff wellbeing pledge.  This means supporting staff health and wellbeing, adopting a flexible and person-centred approach, and ensuring a robust policy framework and leadership to support this.  By ensuring wellbeing services that support all our colleagues are in place, the CCG will adopt a person-centred wellbeing framework and encourage leadership development that supports managers to undertake this new approach.

 

As part of our focus on staff wellbeing we share a staff survey bi-monthly across Lancashire and South Cumbria.  The results of this survey are broken down to CCG level and analysed by the wellbeing group.  Appropriate action is taken where appropriate, and recommendations offered to the HR reference group for further consideration.  Regular communications and engagement with staff encourage people to complete the survey and feedback is provided on how their views have shaped our approach to wellbeing.

 

We take our responsibilities for workplace health, safety, and wellbeing seriously, and ensure all employees undertake an annual refresher on workplace health and safety and know how to access independent occupational health wellbeing support if needed.

 

The CCG provides a monthly Team Brief session in addition to the wider Lancashire and South Cumbria briefing.  This offers staff the opportunity to ask any further questions or discuss any concerns.  Line managers are encouraged to have wellbeing conversations with their teams via regular 1:1s.


Staff Sickness Absence Data

Published information in respect of sickness absence rates can be found using the following link:

https://digital.nhs.uk/data-and-information/publications/statistical/nhs-sickness-absence-rates


Staff Turnover

Published information in respect of staff turnover percentages and headcount can be found via NHS Digital’s NHS workforce statistics using the following link:

 

https://digital.nhs.uk/data-and-information/publications/statistical/nhs-workforce-statistics


Ill Health Retirement

The CCG did not have any incidences of ill health retirement to report in 2021/22 (nil 2020/21).


Expenditure on Consultancy

The CCG spent £4,000 on consultancy from 1 April 2021 to 31 March 2022 (2020/21, £131,000).  This related to consultancy fees associated with the implementation of NHS 111 First in the North West.


Off-Payroll Engagements (not subject to audit)

There is a Treasury requirement for public sector bodies to report arrangements whereby individuals are paid through their own companies and so are responsible for their own tax and National Insurance arrangements.

 

Payments to GP practices for the services of GPs and employees are included in these disclosure requirements.

 

Table 1: Length of all highly paid off-payroll engagements

 

For all off-payroll engagements as of 31 March 2022, for more than £245* per day and that last longer than six months:

 

  Number
Number of existing engagements as of 31 March 2022 3
Of which, the number that have existed:
for less than one year at the time of reporting 0
for between one and two years at the time of reporting 2
for between two and three years at the time of reporting 1
for between three and four years at the time of reporting 0
for between four or more years at the time of reporting 0

 

*The £245 threshold is set to approximate the minimum point of the pay scale for a Senior Civil Servant.

 

 Table 2: Off-payroll workers engaged at any point during the financial year

 

For all new off-payroll engagements between 1 April 2021 and 31 March 2022, for more than £245 per day:

 

 

 

Number
No. of temporary off-payroll workers engaged between 1 April 2021 and 31 March 2022 2
Of which:
No. not subject to off-payroll legislation 0
No. subject to off-payroll legislation and determined as in-scope of IR35 2
No. subject to off-payroll legislation and determined as out of scope of IR35 0
The number of engagements reassessed for compliance or assurance purposes during the year 0
Of which: the number of engagements that saw a change to IR35 status following review 0

 

Off-payroll engagements regarding the Governing Body:

 

For any off-payroll engagements of Governing Body members between 01 April 2021 and 31 March 2022:

Number of off-payroll engagements of Governing Body members during the year. 1(1)
Number of individuals that have been deemed Governing Body members during the financial year (this figure includes both off-payroll and on-payroll engagements). 20
  • Please note that the individual identified as being on the Governing Body with an off-payroll engagement does not have voting rights.

Exit Packages

There have been no exit packages agreed between 1 April 2021 and 31 March 2022 (2020/21 nil).

 

 

Last updated on 23 June 2022 at 15:00 by Senior communications and engagement officer N