FWCCG Accountability Report: Remuneration and Staff Report

FWCCG Accountability Report: Remuneration and Staff Report

Remuneration Committee

The remuneration committee makes recommendations to the Governing Body on the remuneration, fees and other allowances for employees and other persons providing services on behalf of the CCG. The members of the Remuneration Committee are:

  • Michael Nuttall, Lay Member (Governance) – Acting Chair of the Committee
  • Kevin Toole, Lay Member (Patient and Public Involvement)
  • Dr Ian Stewart, Secondary Care Doctor
  • Dr Kath Greenwood, Council of Members’ Chair

The Remuneration Committee met once during the year and Mrs C Owen, Senior HR Business Partner, Midlands and Lancashire Commissioning Support Unit provided advice to the committee.

Further information on the role and meetings of the Remuneration Committee is available within the Governance Statement on page 40


Policy on Remuneration of Senior Managers

The principles of remuneration below that guide the CCG’s Remuneration Committee are based on NHS England 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.
  2. NHS England 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.
  3. 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.
  4. 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.
  5. The CCG’s Remuneration Committee comprises two CCG Lay Members, the Secondary Care Doctor and the Chair of the Council of 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 of 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.
  6. The CCG has implemented the third year (2020/21) of the national NHS Staff Council’s changes to NHS Terms and Conditions of Service (Agenda for Change) originally agreed in 2018/19 as a three-year deal through to 2020/21. The CCG’s Remuneration Committee approach to remuneration for non-Agenda for Change employees/appointees in 2020/21 has been to adopt the same principles that have been applied to employees covered by this Agenda for Change pay deal.

Remuneration Report

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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
Dr A Janjua Chair 50-55 0 0 50-55
Dr A Doyle (Note 1) Chief Clinical Officer 45-50 0 0 45-50
Mr M Nuttall Lay Member 10-15 0 0 10-15
Mr K Toole Lay Member 10-15 0 0 10-15
Dr I Stewart Secondary Care Doctor 15-20 0 0 15-20
Dr K Greenwood (Note 5) GP Member 20-25 0 0 20-25
Dr V Chandrasekar GP Member 40-45 0 0 40-45
Dr J Panesar GP Member 40-45 0 0 40-45
Dr P Benett GP Member 40-45 0 0 40-45
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 25-27.5 65-70
Mrs J Scattergood (Note 2) Director of Nursing and Quality 45-50 0 0 45-50
Dr B Butler-Reid (Note 2 & 4) Clinical Director 30-35 0 0 30-35
Dr N Hartley-Smith (Note 2 & 4) Clinical Director 25-30 0 0 25-30
Mr J Gaskins

(Note 2 & 3)

Acting Chief Finance Officer (from 01.08.20) 30-35 0 55-57.5 85-90

 

 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 Fylde and Wyre 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 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 Fylde and Wyre 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 however 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 Fylde and Wyre CCG only.

From 1st August 2020 Mr A 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 1st August 2020 the costs are based on the population split between the three CCGs.

The pension and taxable benefits disclosure for Mr Harrison 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 1st 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: Dr Ben Butler-Reid and Dr Neil Hartley-Smith do not have Governing Body voting rights.

Note 5: Dr Kathryn Greenwood has undertaken a period of ‘retire and return’ during 2020/21.

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.

 

2019/20 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
Dr A Janjua Chair 50-55 0 0 50-55
Dr A Doyle (Note 1) Chief Clinical Officer 55-60 0 0 55-60
Mr M Nuttall Lay Member 10-15 0 0 10-15
Mr K Toole Lay Member 10-15 0 0 10-15
Dr I Stewart Secondary Care Doctor 15-20 0 0 15-20
Dr K Greenwood GP Member 60-65 0 300-302.5 365-370
Dr V Chandrasekar GP Member 40-45 0 0 40-45
Dr J Panesar GP Member 40-45 0 0 40-45
Dr P Benett GP Member 40-45 0 0 40-45
Dr F Guest GP Member (to 31.7.19) 5-10 0 0 5-10
Mr D Bonson (Note 2) Chief Operating Officer 55-60 0 0 55-60
Mr A Harrison (Note 2) Chief Financial Officer 60-65 0 27.5-30  

90-95

 

Ms C Lewis (Note 2) Acting Executive for Governance (to 28.2.20) 40-45 0 112.5-115 155-160
Mrs J Scattergood (Note 2) Director of Nursing and Quality (from 1.3.20) 0-5 0 0 0-5
Mr P Tinson (Note 2 and 3) Chief Operating Officer (to 31.12.19) 35-40 0 22.5-25 60-65
Dr B Butler-Reid (Note 2 and 4) Clinical Director 25-30 0 0 25-30
Dr N Hartley-Smith (Note 2 and 4) Clinical Director 25-30 0 0 25-30

 

 Notes:

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

Dr Doyle’s total salary for 2019/20 (excluding taxable benefits) is £220-225K which is split as follows:

  • £55-60K in relation to Blackpool CCG in respect of Accountable Officer duties;
  • £55-60K charged to Fylde and Wyre CCG in respect of Accountable Officer duties;
  • £5-10K charged to West Lancashire CCG in respect of Accountable Officer duties; and
  • £100-105K charged to the Integrated Care System (ICS, representing 46% of total salary) for work as the ICS Lead.

(All figures shown in bands of £5K).

From 1 January 2020 Dr Doyle became the Accountable Officer for West Lancashire CCG alongside Dr Doyle’s existing joint appointment as Accountable Officer for both Fylde Coast CCGs.

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 2019/20 the two Fylde Coast CCGs have been operating under a joint executive management structure. The above salary disclosures therefore represent the proportion of remuneration relating to Fylde and Wyre CCG only. In each case this is 50% of total salary for the period in post which in full would be (bands of £5K):

Mr D Bonson                          £105-110k

Mr A Harrison                         £120-125k

Ms C Lewis                            £80-85k

Mrs J Scattergood                  £5-10k

Mr P Tinson                           £75-80k

Dr B Butler-Reid                     £50-55k

Dr N Hartley-Smith                  £50-55k

The pension benefits disclosure for these individuals however has not been apportioned between the two Fylde Coast CCGs. Mr D Bonson’s and Mrs J Scattergood’s figures can therefore be observed in the Blackpool CCG annual report and Mr A Harrison’s, Ms C Lewis’s and Mr P Tinson’s figures are identified in Fylde and Wyre CCG’s annual report. This split reflects the original employing organisation of each individual.

Note 3: Mr P Tinson is on secondment to the Integrated Care System from 1 January 2020.

Note 4: Dr Ben Butler-Reid and Dr Neil Hartley-Smith do not have Governing Body voting rights.

The GP Clinical Leads are contracted for different numbers of sessions according to the roles undertaken. Dr K Greenwood is also the CCG’s Safeguarding Lead which represents an additional time commitment for this role on top of Clinical Lead and Governing Body duties. Dr K Greenwood is also Council of Members Chair but has received no additional remuneration in respect of this role in 2019/20.

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 2021 (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 2021 (bands of £5,000) Lump sum at pension age related to accrued pension at 31 March 2021 (bands of £5,000) Cash Equivalent Transfer Value at 1 April 2020 Real increase in Cash Equivalent Transfer Value Cash Equivalent Transfer Value at 31 March 2021
    £000 £000 £000 £000 £000 £000 £000
Mr A Harrison Chief Finance Officer 0-2.5 0 45-50 90-95 804 28 863
Mr J Gaskins Acting Chief Finance Officer 0-2.5 2.5-5 15-20 30-35 275 27 333

Notes:

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 2020/2021 (nil 2019/2020).

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 2020/2021 (nil 2019/2020).

Pay Multiples Disclosure (subject to audit)

Reporting bodies are required to disclose the relationship between the remuneration of the highest paid director in their organisation and the median remuneration of the organisation’s workforce.

The banded remuneration of the Highest Paid Member in Fylde and Wyre CCG in the financial year 2020/21, inclusive of taxable benefits, was £175,000-£180,000 (2019/20 was £175,000-£180,000). This was 3.44 times (2019/20 3.52 times) the median remuneration of the workforce, which was £51,668 (2019/20 £50,444).

In 2020/21, one employee received annualised remuneration in excess of the Highest Paid Director (2019/20, one). Remuneration ranged from £21,142 to £181,514 (2019/20 £18,813 to £181,482), based on annualised, full-time equivalent remuneration, including agency staff.

Total remuneration includes salary and benefits-in-kind. It does not include severance payments, employer pension contributions and the cash equivalent transfer value of pensions.

The change in the pay multiples ratio observed between 2019/20 and 2020/21 is not significant. The midpoint pay of the Highest Paid Director has remained constant and the median remuneration has slightly increased, in line with expectations, due to the 2020/21 pay award.

The calculation of remuneration used in the pay multiples calculation is derived using annualised whole time equivalent costs to the CCG as at 31 March 2021. The cost for the Highest Paid Director used in the pay multiples calculation for 2020/21 reflects the annualised whole time equivalent cost to the CCG of the individual’s role as Accountable Officer. These costs are different to the individual’s total remuneration for 2020/21. This is because the remainder of the individual’s remuneration is payable by the Integrated Care System for the carrying out of a separate role which is eligible for a different rate of pay.


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.

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Staff Numbers: Senior Managers

The number of Senior Managers in the CCG, taken as at 31st March 2021, is shown below, both in terms of headcount (number) and whole time equivalent (WTE):

 

Pay Band Number WTE
VSM 4 0.85
9 3 1.25
8d 4 4.00
8c 2 1.85
  1 0.70
TOTAL 14 8.65

 

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 ‘2020/21 Salaries and Allowances of the Governing Body’ table below 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:

The total salary relating to 2020/21 (excluding taxable benefits) is £225-230k recharged across a number of organisations as follows by value (all figures shown in bands of £5k) and % of total salary:

  • £100-105k to the Integrated Care System (46%)
  • £30-35k to West Lancashire CCG (13%)
  • £45-50k to Fylde and Wyre CCG (21%)
  • £45-50k to Blackpool CCG (21%)

In addition, back dated remuneration of £120-125k was paid for the period 1 October 2017 to 31 March 2020 in respect of the Lancashire and South Cumbria ICS for responsibilities additional to those of the CCG’s Accountable Officer. The back dated remuneration and the ongoing element of the remuneration are recharged in full to the Integrated Care System.   All elements of the remuneration have been agreed by NHS England/Improvement.

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 31st March 2021, showing the categorisation of CCGs employees both in terms of headcount (number) and whole time equivalent (WTE):

Category Number WTE
Medical Staff 5 1.36
Nursing Staff 7 5.02
Administration and Estates Staff 35 30.89
TOTAL 47 37.27

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 31st March 2021, 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 1.15 2 0.77 6 1.92
Senior Managers – Other 3 2.85 5 3.89 8 6.74
Other CCG Employees 6 3.90 27 24.71 33 28.61

 

TOTAL 13 7.90 34 29.37 47 37.27

 

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. In 2020-2021 the Fylde Coast CCGs’ Policy on Retirement was reviewed and updated.

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 31st March 2020
  • An action plan aligned to publication of the NHS People Plan and NHS Model Employer Strategy

The report shows:

  • 163 staff are employed by the Fylde Coast CCGs, of which 81 per cent are self-reporting their ethnicity on the Electronic Staff Records (ESR) system (improved from 75 per cent previous year).
  • The proportion of staff from BAME backgrounds is 3.7 per cent (previous year 5.8 per cent).
  • The proportion of BAME representation across the CCGs’ Governing Body members is 9.4 per cent and in senior leaders is 2.4 per cent.

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 per cent). Within our workforce 73 per cent of our workforce is women compared to 27 per cent men.  The NHS workforce nationally is predominantly made up of a female workforce – 77 per cent.

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 2020 was 90.7% (+5.7% from 2019).

In August 2020 the Governing Body received an equality briefing. This was shared with all Governing Body members and included all equality-related legal and mandated duties.

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.  To support staff to manage their wellbeing and the impact of agile working, a number of interventions and initiatives were put in place, including increased frequency of staff bulletins, signposting staff to a range of free local and national resources and ‘brew and natter’ sessions.  In addition, rolling staff surveys were implemented and staff were invited to answer questions about their wellbeing which enabled the CCG to support staff on an ongoing basis.

The CCG also took part in the NHS Staff Survey 2020.  Despite the significant disruption and changes to people’s working arrangements, the response rate of 86 per cent and number of positive responses had increased on the previous year.  This was testimony to the commitment of staff during a year of immense challenge.  The results indicated that our employees are given opportunities to show their initiative and make improvements in their area of work, team members often meet to discussion effectiveness and would recommend the CCG as a place to work.

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 order that key messages are communicated to our staff, and we encourage all our employees to ask questions and seek clarification about key issues affecting the CCG, our partners in the local health economy, and the wider NHS.

Staff Sickness Absence Data

Published information in respect of sickness absence rates can be found via NHS Digital’s NHS workforce statistics using the following link:

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

Staff Turnover

Published information (dated 31 March 2021) in respect of staff turnover percentages and headcount can be found via NHS Digital’s NHS workforce statistics using the following link:

Turnover to the NHS by staff group and NHSE region, December 2019 to December 20 – NHS Digital

 

Ill Health Retirement

The CCG did not have any incidences of ill health retirement to report in 2020/21 (nil 2019/20).

Expenditure on Consultancy

The CCG did not have any expenditure on consultancy from 1 April 2020 to 31 March 2021 (2019/2020 £22,000).

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.

 

 

For all off-payroll engagements as of 31 March 2021, for more than £245 per day and that last longer than six months:

 

  Number
Number of existing engagements as of 31 March 2021 0
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 0
for between two and three years at the time of reporting 0
for between three and four years at the time of reporting 0
for between four or more years at the time of reporting 0

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

For all new off-payroll engagements between 1 April 2020 and 31 March 2021, for more than £245 per day and that last longer than six months:

 

 

Number
Number of new engagements, or those that reached six months in duration, between 1 April 2020 and 31 March 2021 0
Of which:
Number assessed as caught by IR35 0
Number assessed as not caught by IR35 0
Of which:
Number engaged directly (via PSC contracted to department) and are on the departmental payroll 0
Number of engagements reassessed for consistency / assurance purposes during the year 0
Number of engagements that saw a change to IR35 status following the consistency review 0

 

 

 

Off-payroll engagements regarding the Governing Body:

Number of off-payroll engagements of Governing Body members during the year. 0
Number of individuals that have been deemed Governing Body members during the financial year (this figure includes both off-payroll and on- payroll engagements). 15

 

Exit Packages

There have been no exit packages agreed between 1 April 2020 and 31 March 2021 (2019/20 nil).

Last updated on 29 June 2021 at 11:22 by Senior communications and engagement officer N