Staff e-Rostering Policy (Nursing, ODP & Midwifery)
Staff e-Rostering Policy (Nursing, ODP & Midwifery)
Agreed in partnership with staff side that there would be a twelve month extension to the review date of this policy
Kristy Mullen, Productivity Manager Workforce Janice Algar, Associate Director of Nursing The e-Rostering Team, Workforce Development e-Rostering, Workforce
for Nursing, ODP & Midwifery Staff
* By selecting that this policy has undergone a full review the approving body are providing confirmation to the Policy Register Holder and King's Executive / Board of Directors that it has been reviewed in its entirety and that the review date can be extended in line with the requirements as set out within the document.
Staff e-Rostering Policy (Nursing, ODP & Midwifery)
Document: http://kingsdoc/docs/policies
Janice Algar, Associate Director of Nursing - Workforce
Jo Haworth, Deputy Chief Nurse; Sam Howe, Associate Director for Transformation & Planning; Thomas Chilcott, e- Rostering Systems Manager; Janet Wolsoncroft, e-Rostering Advisor; Erica Boswell, e-Rostering Advisor; Karen Ledgerton, e-Rostering Administrator.
2.0 15/11/2013 Update - Medium General update / new guidance release: Inclusion of KPI & Analyser Metrics, Clarification of User Roles, escalation Procedure e-Rostering Team / Gemma Glanville, HR Manager 3.0 Sept 2018 Major General update / new NHSi guidance release: Clarification of procedures and guidance; Roster Performance Governance; Roster Practices and Roster Maintenance defined. Kristy Mullen, Workforce Productivity Manager; & Janice Algar, Associate Director of Nursing - Workforce & the e-Rostering Team 3.1 December 2018 Minor amendments Following StaffSide consultation, addition of Maintaining Confidentiality section and other minor Kristy Mullen, Workforce Productivity Manager;
Staff e-Rostering Policy (Nursing, ODP & Midwifery)
changes.
All Nursing, ODP & Midwifery staff; e-Rostering team, Workforce
Available on King's Docs and advertised on Kingsweb, Workforce Productivity Manager & Associate Director of Nursing - Workforce
Yes / No
Keywords: e-Rostering; Policy; HealthRoster; Workforce; Nursing; ODP; Midwifery
Staff e-Rostering Policy (Nursing, ODP & Midwifery)
Table of Contents
1. Introduction
e-Rostering is a software package that facilitates workforce planning & variable pay for staff working hours, patterns and absences. Staff are our biggest asset, and King's College Hospital has an obligation to strike the right balance between patient safety, cost and efficiency (NHSi, 2018). When e -Rostering is deployed effectively, it enables the visibility of workers' time and attendance; providing managers with a tool to effectively plan and utilise staff with the aim of reducing temporary staff use. Used the right way, e -Rostering can influence culture change and give staff the evidence they need to make change happen at the front line (NHSi, 2018). This policy details the minimum standards for creating and managing rosters, and supports the effective utilisation of the workforce, safe staffing levels, the creation of fair rosters, and the production of robust data for reporting and documentation purposes. 2. Definitions
Term Definition Agency / Bank Temporary Staffing Allocate HealthRoster The e-Rostering system currently used by the Trust for its workforce management. Approved Roster (Partial & Second Approval) Rosters are subject to a two tier sign off process to facilitate checks and assurance for safety, efficiency and KPI performance. Contracted hours The number of hours each week that a worker is contracted to work. Demand Template A programmed template entered into HealthRoster by the e-Rostering team which provides all the shifts available to managers to roster over a 28 day period. The demand template WTE must equal the budgeted establishment WTE. DoN / M Director of Nursing / Midwifery EOL / LOOP Employee On Line - an add on module to HealthRoster used by staff to request Days Off / Annual Leave and other requests. EOL enables view of rosters, team roster, bank shifts and a workers Annual Leave entitlement.
LOOP is the app that replaced EOL ESR Electronic Staff Record Finalised roster At the end of every month the roster is finalised / locked for payroll extraction of data. A finalised roster shows Staff e-Rostering Policy (Nursing, ODP & Midwifery)
shifts and unavailabilities with padlocks. Headroom The % uplift applied by finance to the establishment to cover the times workers are unavailable to work. HoN Head of Nursing HoM Head of Midwifery KPIs Key Performance Indicators. Selected by the e -Rostering Steering Group in line with NHSi guidance to provide the performance and drive the effectiveness of rosters. FTC Fixed Term Contract - a type of employment contract with the Trust that is for a fixed period of time. Flexible Working An agreed alteration to the usual pattern of work for a set period of time. Reviewed every 6-12 months. Substantive Staff who are employed under a permanent contract with the Trust. Personal Pattern Set pattern of shifts entered into health roster, which can be a set working pattern or a flexible working pattern. HealthRoster User Profile Level of access / functions available to use within HealthRoster which sets a user's role for rostering. Trust King's College Hospital NHS Foundation Trust Unavailability / ies The times / episodes where staff are not available to work, i.e. Annual Leave, Study Day, Sickness etc. Unit Cost Centre / Ward / Department WTE or FTE Whole Time Equivalent or Full Time Equivalent e.g. 37.5 hours per week = 150 hours per month = 1.0 WTE
Staff e-Rostering Policy (Nursing, ODP & Midwifery)
3. Purpose, Scope & Aims 3.1. This policy applies to all Nursing, ODP and Midwifery staff and rosters, both Registered and Unregistered, associated staff groups working in rosters with nurses included in them, including temporary staff. 3.2. This policy applies in conjunction with the King's College Hospital HR policies and guidance set out in the supporting documents section. 3.3. The policy aims are: 3.3.1. To set the standard for best practice in accordance with NHSi Standards for rostering, roster production & roster maintenance, workforce planning, and to harmonise working practices. 3.3.2. To enable safe and appropriate staffing for all departments, minimising clinical risk associated with the level and skills of staff. 3.3.3. To enable the promotion of staff well -being through fair and consistent duty rota planning. 3.3.4. To enable the effective utilisation of budgeted staff by giving clear visibility of attendance, planned and unplanned absences & working patterns. 3.3.5. To communicate the practices and processes essential to e -Rostering, roster maintenance and related functions. 3.3.6. To support the effective management of staff within the budgeted establishment, with the overall aim of reducing bank and agency spend. 3.3.7. To enable the monitoring of sickness absence by department and/or individual, generating comparisons, identifying trends and priorities for action. 3.3.8. To ensure managers input the correct details for calculation of variable pay. 4. Responsibilities 4.1. Chief Executive & Trust Board 4.1.1. The Chief Executive and Trust Board have overall responsibility for ensuring that an effective and efficient rostering process is in place throughout the Trust. 4.2. Executive Nursing 4.2.1. The Chief Nurse / Deputy Chief Nurse / Associate Director of Nursing - Workforce / Directors of Nursing & Midwifery are responsible for ensuring all Nursing, ODP and Midwifery staff are aware of and comply with this policy. 4.2.2. They are also responsible for ensuring the policy is implemented within their areas and actively review & monitor the KPIs; ensuring improvement plans are in place and address any roster related issues within their division. 4.3. Associate Director of Nursing - Workforce 4.3.1. In addition to the Executive Nursing responsibilities, the Associate Director of Nursing - Workforce is also responsible for ensuring the acuity reviews are held and subsequent changes in establishments are carried out in accordance with the policy. 4.3.2. The Associate Director of Nursing - Workforce as the e-Rostering Steering Chair, in conjunction with the Workforce Productivity Manager, is accountable for ensuring the roster performance governance is upheld. 4.4. Heads of Nursing & Head of Midwifery Heads of Nursing & Midwifery are responsible for: 4.4.1. Ensuring the policy is implemented within their areas and staff are compliant. Staff e-Rostering Policy (Nursing, ODP & Midwifery)
Any rostering or related concerns must be escalated via the escalation pathway in the Governance Process. 4.4.2. Actively participating in Roster Performance Governance by holding local meetings with their teams to review roster KPIs, and facilitate support to implement this policy & achieve improvement. 4.4.3. Ensuring their staff are not in breach of the Working Time Directive and their rosters are safe, transparent and fair. 4.5. Matron / Second Level Approver Profile Matrons / Second Level Approver profile holders are responsible for: 4.5.1. Implementing the policy locally and ensuring compliance throughout their areas in all aspects of rostering and rostering performance. 4.5.2. Providing regular assurance to Heads of Nursing & Midwifery that they and Ward Managers are producing rosters which are safe, fair, transparent, cost effective and comply with the standards and practices set in this policy. 4.5.3. Ensuring the roster demand does not exceed the establishment budget without prior agreement from the Heads of Nursing & Midwifery. 4.5.4. Ensuring any rostering or related concerns are escalated to the relevant Head of Nursing or Midwifery. 4.5.5. Ensuring that all staff using the e-Rostering system in their area have attended an e-Rostering training session and support any new users to effectively use the system. 4.6. Ward Manager / Unit Manager Profile Ward Managers / Unit Manager profile holders are responsible for: 4.6.1. Implementing the policy locally and ensuring compliance throughout their areas in all aspects of rostering practices and rostering performance. 4.6.2. Providing regular assurance to Matrons and Heads of Nursing & Midwifery that they and Junior Sisters / Team Leaders are producing rosters which are safe, fair, transparent, cost effective and comply with the standards and practices set in this policy. 4.6.3. Ensuring any rostering or related concerns are escalated to the relevant Matron or Head of Nursing or Midwifery. 4.6.4. Ensuring that all staff using the e-Rostering system in their area have attended an e-Rostering training session and support any new users to effectively use the system. 4.6.5. Ensuring that all workers have an understanding of LOOP (FORMALLY LOOP (FORMALLY EOL)) and its functions.
4.7. Junior Sister / Roster Creator / Maintainer Profile Junior Sisters / Roster Creator / Maintainer profile holders are responsible for: 4.7.1. Ensuring all staff in their ward are aware and comply with the standards and rostering practices in this policy. 4.7.2. Providing regular assurance to the Ward Manager they are producing rosters which are safe, fair, transparent, cost effective and comply with the standards and practices set in this policy. 4.7.3. Ensuring any rostering or related concerns are escalated to the relevant Ward Manager or Matron. 4.7.4. Ensuring that all workers have an understanding of LOOP (FORMALLY LOOP (FORMALLY EOL)) and its functions. Staff e-Rostering Policy (Nursing, ODP & Midwifery)
4.8. Worker / LOOP (FORMALLY EOL) User Profile Workers are responsible for: 4.8.1. Checking their roster, working their contracted hours and submitting their requests in line with this policy. 4.8.2. Ensuring they raise with their manager any details which they believe to be incorrect in the roster in a timely manner. 4.8.3. Awareness of this policy and adhering to the procedures and rules it sets out. 4.9. e-Rostering Team & Workforce Productivity Manager The e-Rostering team & Workforce Productivity Manager are responsible for: 4.9.1. Providing support, advice and guidance to managers/users and workers on all aspects of this policy. 4.9.2. Providing training & support to users on all aspects of the e-Rostering system and associated processes. 4.9.3. Creating & disseminating the associated roster performance reporting and supporting & advising managers to achieve rostering best practice standards and an improved roster performance. 4.9.4. Maintaining the e -Rostering system in line with the processes set out in this policy. 4.10. Finance 4.10.1. To provide support and guidance to managers for establishment management, in particular requests for changes to the establishment and demand templates. 4.10.2. To manage any changes to the budgeted establishment as set out in this policy. Policy & Procedure
5. Roster Creation & Management Rostering incorporates 7 phases, which include: 1) Add Roster from Template / Open Roster to Worker Requests 2) Close Roster to Requests 3) Create Roster 4) Partially Approve Roster 5) Second Approve Roster 6) Update Roster in Real Time 7) Finalise Roster for Payroll & Lockdown Rosters must be created and managed in accordance with the Roster Creation & Management Guidance located in Section 24, Appendix 1.
6. Roster Set Up 6.1. All staff are allocated onto a roster in accordance with their cost centre location on ESR. Staff are not permitted to be moved in the e-Rostering system without ESR being changed first. 6.2. All rosters are to be set up in accordance with ESR & Finance cost centres and Staff e-Rostering Policy (Nursing, ODP & Midwifery)
therefore one finance cost centre cannot be split into multiple rosters. 6.3. Multiple cost centres built into one roster are in most circumstances acceptable. 6.4. Rosters must be named in accordance with the agreed naming convention.
7. Establishment Reviews & Demand Template Changes 7.1. Acuity and Establishment Reviews 7.1.1. Establishment reviews should be held every 6 months following acuity reviews (The Shelford Group, 2013). 7.2. Alterations to Establishment & Demand Template Changes 7.2.1. The process for alteration to establishments and demand template changes is outlined in Section 24, Appendix 7. DoN/M, Finance BP sign off is required for all template changes. 7.2.2. Applications for alterations to the establishment are to include a roster demand template/28 day shift plan. 7.2.3. The e-Roster team will action any alterations to establishment when they have been agreed by Finance and actioned in ESR. 7.2.4. Alterations to establishments must be received by the e -Roster team at least three rosters or 8 weeks in advance before the change date. Rosters which are at or after the roster creation stage will not have their template changed until the next available roster. 7.2.5. Retrospective changes to roster templates will not be processed. 7.3. Adhoc Demand Template Changes 7.3.1. All requests for demand template changes must be made via a Demand Template Change Request form which is to be signed off by the Head of Nursing or Midwifery. 7.3.2. Any demand template changes which involve a budgetary change or a change to the establishment must be approved by Finance. 7.3.3. Changes must be actioned by the Workforce Information team and ESR updated before any template changes can be made. 7.3.4. Approved template change requests must be received by the e-Roster team at least three rosters or 8 weeks in advance before the change date. Rosters which are at or after the roster creation stage will not have their template changed until the next available roster. 7.3.5. Retrospective changes to roster demand templates will not be processed.
8. Safe & Fair Staffing 8.1. Nursing & Midwifery Resourcing Model 8.1.1. Ward Managers 8.1.1.1. Ward managers are 40:60 Clinical:Management time as per the Nursing guidance. This means that the Ward Manager is working clinically and part of the numbers 40% of their total contracted time. 8.1.2. Link Nurses 8.1.2.1. All link nurse time is to be clearly documented in the roster, either as a shift note (1-3 hours) or as an unavailability (>3 hours). 8.1.3 Supernumerary Staff 8.1.3.1 All supernumerary staff are to be documented in the e-Rostering system. Staff e-Rostering Policy (Nursing, ODP & Midwifery)
8.1.3.2 Supernumerary staff are to be managed as per the Guidance for Supernumerary Staff in Section 24, Appendix 11. 8.2. Unused Hours 8.2.1. All staff should work their contracted hours every roster, or as close to as possible. This prevents net hours from accumulating. 8.2.2. For full time staff this equates to 150 hours per 28 day roster. 8.2.3. Where staff have "+" unused contracted hours of less than one shift in the 28 day roster, the hours will be carried over to the next roster until enough hours have accumulated to work a shift. 8.2.4. Where staff have "-" unused contracted hours of less than one shift in the 28 day roster, the hours will be carried over to the next roster until enough hours have accumulated to be given back a shift, or these hours may be given back as TOIL at a managers discretion. 8.2.5. It is acceptable for the shift worked to be a shorter shift (eg. 7.5hrs), in line with service needs. 8.2.6. Unused hours are to be level (ie. 0) on the last day of work for any leaver or internal transfer. 8.2.7. All unused hours of more than one shift on the current roster should be worked back before bank shifts are considered. 8.3. Net Hours 8.3.1. Net hours accumulation is to be avoided and can be achieved through the correct entry of unavailability hours and vigilant roster maintenance. 8.3.2. In the event of a net hours accumulation, the Procedure for Investigating Net Hours is in Section 24, Appendix 9. 8.3.3. Net hours are to be level (ie. 0) on the last day of work for any leaver or internal transfer. 8.3.4. In the event of a net hours accumulation upon an internal transfer, the new manager is responsible for escalating the issue to the workers previous Head of Nursing / Midwifery for local investigation and prompt resolution. 8.3.5. Net Hours will only be zeroed by the e -Rostering team once assurance is provided that the Procedure for Investigation has been completed and approval is given by the Head of Nursing / Midwifery. 8.3.6. All net hours of more than one shift should be worked back before bank shifts are considered. 8.4. Skills 8.4.1. Skill mix requirements should be adhered to and each department should hold locally their total number of staff and skills per shift as agreed by the Matron or Head of Nursing / Midwifery. 8.4.2. The agreed numbers and skill mix should be achievable within the ward budget. 8.4.3. Each clinical area should have a level of staff with specific competencies on each shift with a minimum of the following skills: Take Charge/In Charge, IV Skills, DAP (Drug Assessment Programme). 8.5. Shifts 8.5.1. To ensure fair and equitable shift allocation staff will be required to work all shifts and shift patterns that meet the needs of the Ward/Department. Staff e-Rostering Policy (Nursing, ODP & Midwifery)
8.5.2. Staff who work shifts of 10 hours or longer will not be required to work more than 5 consecutive shifts. More than 5 consecutive shifts will not be excluded but are not encouraged and will be closely monitored. 8.5.3. Swaps of shifts may be considered in exceptional circumstances where valid reasons exist. Swaps must always be agreed and approved by Ward Manager / Matron. 8.5.4. As per the Working Time Directive staff must not work more than an average of 48 hours over a rolling 17 week period unless they have signed an opt out clause (The NHS Staff Council, 2018). These hours include substantive shifts, overtime, call out and bank shifts. 8.5.5. As per the Working Time Directive staff who have opted out must not work more than an average of 56 hours over a rolling 17 week period (The NHS Staff Council, 2018). These hours include substantive shifts, overtime and bank shifts. 8.5.6. If a member of staff works a substantive shift split across more than one location/roster, then the original shift times must be amended in real time. The receiving location/roster must then allocate a shift to the person using the "Search for Person" function with the corresponding times. 8.6. Weekend shifts 8.6.1. Staff who are rostered to work weekends as part of the roster requirements will have at least 2 free weekends on each 28 day roster, unless agreed by the manager & member of staff. 8.6.2. Weekend shifts are defined as Friday night, Saturday day or night, Sunday day or night. 8.6.3. Additional weekends off can be rostered if ward requirements allow.
8.7. Nights 8.7.1. Nights should be rostered together unless agreed by the manager & member of staff. 8.7.2. No more than 4 nights in a row should be allocated to a staff member. 8.7.3. The immediate day after a nightshift is finished is counted as the first day off. 8.7.4. Rosters should be created in line with the NHSi (2018) best practice recommendations. If staff choose to work additional shifts then the minimum number of days off after being rostered for a night shift should be adhered to, as shown below:
Worked Nights in a Row Minimum Days Off NHSi (2018) Best Practice Recommendation 1 night 1 DO 1 DO 2 nights 1 DO 2 DO 3 nights 2 DO 3 DO 4 nights 2 DO 4 DO Staff e-Rostering Policy (Nursing, ODP & Midwifery)
8.8. Breaks / Rest 8.8.1. All shifts of 11.5 hours or longer will include a break totalling of 60 minutes. This break can be a split break of 30 minutes each. 8.8.2. As part of the Working Time Directive all staff must have 11 hours rest before their next shift and shift patterns/times will reflect this need. 8.8.3. Where the working day is longer than six hours, all staff are entitled to take a break of at least 20 minutes. Rest breaks must be taken during the period of work and should not be taken either at the start or the end of a period of working time. 8.9. Requests 8.9.1. Workers have the ability to make a maximum of 5 requests pro rata per 28 day roster.
Hours Worked per Week Number of Requests per 28 day Roster 30.5 - 37.5 hours 5 23 - 30 hours 4 15.5 - 22.5 hours 3 8 - 15 hours 2 7.5 hours or less 1 8.9.2. Workers must use LOOP (FORMALLY LOOP (FORMALLY EOL)) to make requests for all shifts, days off and leave. Staff will have checked that the requested time away is reasonable and available. A note can be added to each request if necessary. 8.9.3. Annual Leave or Study Day requests are not counted as part of these 5 requests. Personal patterns are also not to be considered as shift requests. 8.9.4. Requests are not an entitlement. They are at the discretion of the Roster Managers & may not be granted if service needs cannot be met. 8.9.5. Staff must be considerate of their colleagues and the service requirement and ensure that they are fulfilling their share of weekend and night shifts. 8.9.6. Once the roster creation has commenced no further requests or planned leave will be considered for that 28 day roster, unless there are exceptional circumstances. 8.9.7. A maximum of one request is permitted before or after an annual leave episode. 8.9.8. A maximum of three day off requests in row is permitted. 8.9.9. Day Off requests are not permitted instead of annual leave. 8.9.10. Any requests for >3 months are to be agreed locally outside the e-Rostering system and requested once the roster template is added. 9. Fixed Working Patterns / Personal Patterns 9.1. Flexible Working 9.1.1. Flexible working will be agreed and reviewed in line with the King's Flexible Working Policy. 9.1.2. All flexible working patterns must be reviewed annually or within agreed timescale if less than 1 year. Staff e-Rostering Policy (Nursing, ODP & Midwifery)
9.1.3. Flexible working agreements already take into account any Day Off (DO) requests. Therefore, staff should not request a DO outside of the already agreed flexible working pattern. 9.1.4. Routine requests for specific shifts or days off are considered flexibleworking requests and must be recorded as such in the e-Roster system. 9.1.5. Flexible working arrangements must be recorded in the e -Rostering system as a personal pattern with the end date set to the next review date. 9.1.6. Any changes a flexible working pattern must be updated in the e -Rostering system. 9.1.7. When the flexible working pattern is finished the pattern must have an end date added keep the record in the system even when it is no longer live. 9.2. Annualised Hours 9.2.1. Staff with Annualised Hours contracts must be agreed and reviewed in line with the King's Flexible Working Policy. 9.2.2. For staff with Annualised Hours contracts, their roster and leave episodes must be managed as per the Guidance for Staff with an Annualised Hours Contract in Section 24, Appendix 10. 9.3. Term Time Contracts 9.3.1. Staff working Term Time contracts must be agreed and reviewed in line with the King's Flexible Working Policy. 9.3.2. For staff working Term Time contracts, their rostered shifts and non-working episodes must be managed as per the Guidance for Staff with a Term Time Contract in Section 24, Appendix 10. 9.4. Personal Patterns 9.4.1. Personal patterns must be used for staff working a regular pattern of work, whether this is an agreed flexible working pattern, or normal working hours. This is to enable the use of the autoroster function. 10. Unavailability 10.1. Headroom 10.1.1. Headroom is included in the Nursing & Midwifery establishments by Finance and is applied as an uplift of 19.5%. 10.1.2. All Nursing & Midwifery rosters must manage their Unavailabilities within the Headroom set out in 10.1.3 10.1.3. The agreed Headroom breakdown is:
Annual Leave Sickness Study Leave & Other Leave Parenting Leave 11 - 17% 3% 1% (flexed with Annual Leave) 2%* *Parenting Leave funding held centrally by Finance 10.2. Sickness 10.2.1. All sickness must be reported by workers and managed by line managers as per the Sickness Absence Policy. 10.2.2. All sickness episodes must be accurately entered into the e-Rostering system in real time. Managers should take care to maintain confidentiality Staff e-Rostering Policy (Nursing, ODP & Midwifery)
in accordance with the principles outlined in Section 24, Appendix 16. The sickness information is exported to ESR monthly and used across the Trust for Sickness Absence Monitoring & Management. 10.2.3. Phased Returns are to be documented in e-Rostering in line with the Phased Return Guidance available on Kingdocs. 10.2.4. Part day sickness episodes are to be documented in the e-Rostering system, however are not exported ESR. 10.2.5. Part day sickness must only be used to record absences which are less than 50% of the planned shift, as per the Sickness Absence policy (Section 6.2). Absence which is greater than 50% of the planned shift count as a full day's absence and so should be recorded as per 10.2.6 below. 10.2.6. The following details are mandatory to record for each episode: Group, Reason, Start Date, End Date*, Work Time hours, Certification status*, Return to Work Interview* & Date*, Referrals to Occupational Health* & Date*. 10.2.7. The Work Time hours must be checked and amended to the correct hours before the episode is saved. 10.2.8. The fields with a "*" above may not be known at the time of the initial entry and must be updated before each roster finalisation. 10.2.9. If the end date is unknown, then the "Open Ended" box should be ticked. The episode must be updated on the day of return to register the correct end date. 10.2.10. The "unknown reason" sickness reason is not to be used, except by the Site team. Roster/Line managers must replace this with the real reason before roster finalisation. 10.2.11. As per the NHS Terms & Conditions of Service Handbook, Section 14.8: Employees will not be entitled to an additional day off if sick on a statutory holiday. If a member of staff is off sick on a Bank Holiday, the hours must be deducted from the member of staff's entitlement, a note entered into the entitlement notes and the employee notified of the change. 10.3. Annual Leave & Bank Holidays 10.3.1. Annual Leave & Bank Holiday Entitlement Management 10.3.1.1. At the end of each financial year for each member of staff, roster managers will re-calculate and amend the annual leave and bank holiday entitlements for the upcoming year, also adding any hours carried forward. 10.3.1.2. If any annual leave is bought or sold, the entitlement must be amended in the e-Rostering system. 10.3.1.3. All staff shall have their bank holiday entitlement added to their annual leave entitlement to give the total number of leave hours in any one year. 10.3.1.4. All leave will be calculated in hours and then recorded as annual leave/bank holiday leave regardless of when it is taken. 10.3.1.5. It is the responsibility of the Unit Manager to make annual leavedecisions in a timely manner. 10.3.1.6. All Bank Holiday days/hours must be marked on the roster as an unavailability "BH - Bank Holiday Annual Leave". Staff e-Rostering Policy (Nursing, ODP & Midwifery)
10.3.2. Annual Leave Requests 10.3.2.1. All annual leave requested by staff will be approved by the line managers through LOOP (FORMALLY LOOP (FORMALLY EOL)). 10.3.2.2. Requests for Annual Leave must be in line with the Annual Leave Policy. 10.3.2.3. Leave requested during peak times eg. School Holidays and Christmas will be considered in line with the Annual Leave policy. 10.3.3. Annual Leave & Bank Holiday Planning 10.3.3.1. It is the responsibility of individual staff not line managers to ensure they plan their annual leave throughout the year within the parameters of the agreed annual leave policy and ensure it is used before 31 March. 10.3.3.2. Staff are required to take their leave evenly throughout the year as per indicated in the Annual Leave Policy. 10.3.3.3. Roster managers are required to work within the headroom of the roster, and may allocate annual leave at their discretion in order to meetthese headroom thresholds. The member of staff should be notified of this decision in advance of roster approval. 10.3.3.4. Each manager is responsible for calculating the minimum and maximum number of registered and unregistered staff able to take annual leave in any given week based on the number of staff in post at the time. This will ensure sufficient annual leave slots each week over the year to allow all staff to be granted leave. The "Annual Leave Calculator 3 - How many staff need to be on leave each week" is available on Kingsdocs to assist with this calculation. Consideration may be required for areas with variable leave in summer vs winter and school holidays. 10.3.4. Annual Leave for Staff with Multiple Postings 10.3.4.1. Managers who have staff with multiple postings must split their annual leave entitlement pro rata between the two postings. Staff must request leave from both postings.
10.4. Parenting Leave (including KIT days) 10.4.1. All Parenting Leave must be accurately entered & updated in the e- Rostering system in real time. 10.4.2. If the return to work date is unknown, extending the episode to the 11 th of the next calendar month will leave the episode closing date open for amending. 10.4.3. KIT (Keep In Touch) days must be managed as per the Maternity Leave and Pay Policy. 10.4.4. A record of KIT days & hours worked must be documented in the relevant episode of Parenting Leave in the Unavailability Notes. 10.5. Study Leave 10.5.1. All Study Leave must be accurately recorded in the e -Rostering system and updated in real time. Staff e-Rostering Policy (Nursing, ODP & Midwifery)
10.5.2. Priority will be given to statutory and mandatory training requirements and will be managed and balanced by the Unit Manager, ensuring that permitted levels of study leave are not exceeded. 10.5.3. Each department should calculate how many registered and un -registered staff can be given study leave in any one week, flexing with other types of leave. 10.5.4. Study Leave should be marked on the roster as a maximum of 7.5 hours long and does not include travelling time to and from a venue. 10.5.5. Study leave will be assigned in line with the Trust and Local policies.
10.6. Other Paid Leave 10.6.1. All Other Paid Leave must be recorded in the e-Rostering system with the appropriate reason documented and the episode updated in real time. 10.6.2. All Other Leave must be managed in accordance with the relevant Workforce / HR policy. 10.7. Other Unpaid Leave 10.7.1. All Other Unpaid Leave must be recorded in the e-Rostering system with the appropriate reason documented and the episode updated in real time. 10.7.2. Unpaid leave must have the staff member's pay stopped, and the Unpaid Leave form must be completed and sent to Conexia for processing by the payroll deadline. 10.8. Working Day 10.8.1. The use of the Working Day Unavailability is to be kept to a minimum at all times and used only in exceptional circumstances which fit the reasons available. 10.9. Time Owing 10.9.1. An unavailability with Group Other Leave ->Time Owing may be used on a roster to indicate time taken back when owed by the department. The hours in the work time box should always be zero in this instance. 10.9.2. Time owing will contribute to a roster's Unavailability % so should be used in consideration with the headroom for that roster period. 10.10. Overtime 10.10.1. The use of overtime is to be minimised wherever possible. 10.10.2. Overtime for Nursing, ODP & Midwifery staff is to be used only with the Head of Nursing or Midwifery's prior approval. 11. Managing Bank & Agency Shifts in the e-Rostering System 11.1. Bank Shift Requests & Approvals 11.1.1. All temporary staff bookings are to be recorded on BankStaff via the e - Rostering system. 11.1.2. All bank shifts are to be requested in line with the Temporary Staffing policy. 11.1.3. All bookings for Bank must be requested at least 5 weeks in advance, except for sickness, changes in acuity / enhanced care, where it is recognised that short notice bookings will be required. 11.1.4. All bank shifts must be approved by the Head Of Nursing or equivalent for the need, grade required and start and finish time. 11.1.5. Substantive staff that have been off sick are not entitled to undertake bank work for at least 14 days after their date of return from sickness absence. Staff e-Rostering Policy (Nursing, ODP & Midwifery)
11.1.6. Only staff that are authorised by the Head of Nursing/Midwifery or Director of Nursing/Midwifery will be given access to manage shifts on the e-Rostering system. The authoriser is responsible for ensuring no fraudulent activity occurs as a result of this access. 11.1.7. Retrospective booking are not advocated and staff should ensure all shifts are requested in a timely fashion. 11.2. Cancellations 11.2.1. All shifts are to be cancelled as per the Temporary Staffing policy. 11.3. Finalisation of Bank Shifts 11.3.1. Bank shifts must be finalised in line with the Temporary Staffing policy 11.3.2. For Nursing & Midwifery rosters finalisation in the e-Rostering system is due each week by midnight Monday for payment the following Friday. 11.4. Bank staff working a shift in more than one location 11.4.1. If a bank staff member works in more than one location, then the roster must be updated to reflect this. 11.4.2. In normal working hours, the home manager must shorten the original shift and the receiving manager, add a new shift with the appropriate times. 11.4.3. Out of hours, the Site team or Paediatric Nurse Practitioner contacts the temporary staffing service provider to amend the shift. 12. Roster Maintenance 12.1. New Starters 12.1.1. New starters are added onto ESR by Conexia. 12.1.2. Up to three times a week the e-Rostering team will load new starters into the e-Rostering system via a process which synchs ESR with HealthRoster. 12.2. Changes to Post, Grade or Contracted Hours 12.2.1. Any changes to a staff members post, grade or contracted hours must be changed on ESR before the e-Rostering system is updated. 12.2.2. Managers are responsible for completing a Change of Contract form and sending to Conexia in line with the payroll deadline. 12.2.3. Up to three times a week the e-Rostering team will update changes to a staff members post, grade or contracted hours including both retrospective changes and changes up to 6 weeks in the future 12.3. Internal Transfers 12.3.1. The receiving manager is responsible for liaising with the home manager to complete the Change of Contract form and submit to Conexia in advance of the payroll deadline. 12.3.2. Staff who are transferring to another department within the Trust permanently should have their roster left blank with no shifts allocated and a note added to the roster bar to indicate they are transferring. 12.3.3. Up to three times a week the e-Rostering team will update changes to a staff Roster location including both retrospective changes and changes up to 6 weeks in the future. Staff e-Rostering Policy (Nursing, ODP & Midwifery)
12.4. Secondments 12.4.1. The receiving manager for staff who are seconded to another department must complete either a Change of contract form or a Successful candidate form and send to Conexia for processing, in advance of the secondment start date. 12.4.2. If the secondment is on a different budget Conexia will update ESR, then up to three times a week the e -Rostering team will update changes to staff Roster location including both retrospective changes and changes up to 6 weeks in the future. 12.4.3. For short term secondments where a change of contract is not viable (ie. less than 1 month), the receiving manager is responsible for allocating shiftsfrom their roster to the worker, if the worker is to be counted in the Nursing numbers. Use the "Search for Person" function to allocate shifts to the worker. 12.4.4. Use of the Working Day unavailability is not acceptable to use for staff on secondments. 12.5. Sickness Episodes 12.5.1. Any amendments to locked episodes require a Sickness Adjustment form to be completed and sent to the e-Rostering team. 12.5.2. Sickness adjustment forms will not be processed between the 6 th - 15th working day of each month to ensure alignment of ESR with the payroll cycle. Any forms received within these dates will be processed & the e - Rostering system amended after the 16th working day. 12.5.3. Sickness episodes for where it is not known when the member of staff will return to work should tick the "Open Ended" tick box. This will remove the option to record an end date and will leave the end date open for amendments. The end date must be added when the return to work date is known. 12.5.4. If the manager is informed of a return to work date that is prior to the previous locked roster/finalisation date, then the e -Rostering team must be notified of the return to work date so the episode can be closed in ESR.
12.6. Leavers 12.6.1. Leaver's forms must be completed by Workers and Managers on the Greenlight system. 12.6.2. Leavers are regularly removed up to three times a week the e-Rostering team will update changes to staff Roster location including both retrospective changes and changes up to 6 weeks in the future. 12.6.3. Leavers who have a bank posting will be managed through the BankPartners team to ensure they remain available on the system to work bank shifts.
12.7. Missing / Extra Unknown Staff on Roster 12.7.1. If a manager notices a missing staff member on their roster they should check with Conexia the recruitment/change of contract form status or location/cost centre for this member of staff and follow instruction from there. Staff e-Rostering Policy (Nursing, ODP & Midwifery)
12.7.2. If a manager notices an extra / unknown staff member on their roster they should notify Conexia to investigate the origin of the addition and confirm with their finance manager as to whether pay has been affected.
14.4. Additional Duties should be cancelled if they remain unused in the vacant duty box. This will improve the Roster Analyser and KPI indicators. 14.5. The Additional Duty Reasons are listed in Section 24, Appendix 13. 15. LOOP (FORMALLY EOL)) 15.1. Recommended Use for Workers & Managers 15.1.1. All leave & duty requests are to be made via LOOP (FORMALLY EOL) in line with the Roster Production Timetable.
17.1.2. Automated reports for weekly unavailability and additional duties are available to HoNs, HoMs and Directors of Nursing/Midwifery. 17.2. e-Roster Reports for Nursing, ODP & Midwifery 17.2.1. The e-Roster Team will provide the following reports to Executive Nursing, HoNs, HoMs, Matrons & HRBPs for management on a regular basis:
Report Frequency Approved Roster Every 28 days Prospective KPIs Every 28 days Prospective & Retrospective KPIs with Planned vs Actual Every 28 days Additional Duties & Reasons Monthly Finalisation Monthly Sickness Monthly 17.3. KPIs & Performance Monitoring Framework for Effective Rostering 17.3.1. The e-Rostering KPIs to be monitored have been selected by the e- Rostering Steering Group. The indicators will be monitored and managed in accordance with the Nursing & Midwifery e-Rostering Governance Process & Meetings in Section 24, Appendix 4. 18. Downtime: Planned & Unplanned After Second Approval and/or after significant changes are made, the 4 week roster should be printed out and held in a central place. Previous copies must be discarded when a new copy is printed. 18.1. Unplanned Downtime 18.1.1. In the event of unplanned downtime, users will be required to record any changes on their paper roster. Please note that the when the system is on line again any changes made in the hour before the downtime may not be updated. It is recommended that these are included in the paper roster as soon as possible. 18.1.2. If the system fails, e -Rostering system users will be informed via email as soon as possible with details of the suspected issue, plan for resolution and any further actions users need to take. Regular email updates will be sent until the issue is resolved and the system live again. 18.1.3. In the event of system failure, the printed roster should be updated with hand written corrections until system becomes available again. 18.1.4. At the earliest opportunity the manager responsible for rostering must update the live system from the print out. 18.2. Planned Downtime 18.2.1. Users will be notified in advance of any planned downtime via email including the expected length of the downtime and any actions required by users in preparation. 18.2.2. An email update will be sent to users if there are any changes to the original downtime plan and to confirm the system is live again. Staff e-Rostering Policy (Nursing, ODP & Midwifery)
19. Major Incident 19.1. In the event of a declared major incident the e-Rostering system contains the phone numbers and addresses of staff in the Rostering ->Daily Staffing ->Incident Plan By Unit. 19.2. Roster Managers are responsible for entering and updating this information directly in the e-Rostering system. 19.3. The e-Rostering system can be accessed from any computer with an internet connection. The external links are listed in Section 24, Appendix 14.
20. Implementation
The policy will be distributed to all Nursing, ODP and Midwifery rosters users with access to the e -Rostering system via email. The policy will be available on Kingsdocs and the e - Rostering kwiki page. The initial implementation will also include circulat ion, teaching and support sessions and roll out via various Nursing & Midwifery meetings including the Matrons forum, Ward Managers forum and the e-Rostering Performance meetings.
21. Monitoring Compliance The checklist in Section 24, Appendix 16, recommended by NHSi (2018) for Trusts to check / review their e -Rostering policies for the best practice set out in both Carter reviews has been completed. The monitoring compliance is set out below.
Measurable Policy Objectives Monitoring / Audit Method
Frequency
Responsibility of Monitoring Responsible Committee Roster KPI Performance & Adherence to e- Rostering Policy Nursing & Midwifery e- Rostering Governance Meetings
4 weekly Deputy Chief Nurse/Associate Director of Nursing for Workforce, Directors of Nursing, HoNs, HoMs, Matrons, e-Rostering Advisor, Productivity Manager / Associate Director for Workforce (Transformation & Planning)
e-Rostering Steering Group
Regular review of policy Nursing & Midwifery e- Rostering Governance Process
On going Deputy Chief Nurse/Associate Director of Nursing for Workforce, Directors of Nursing, HoNs, HoMs, Matrons, e-Rostering Advisor, Productivity Manager / Associate Director for Workforce (Transformation & Planning)
e-Rostering Steering Group Effective Rostering Health Check
Audit Checklist
6 monthly Associate Director of Nursing for Workforce, HoNs, HoMs, Matrons, Ward Manager, Workforce Productivity Manager e-Rostering Steering Group Staff e-Rostering Policy (Nursing, ODP & Midwifery)
22. Associated Documents The NHS Staff Council (2018) NHS Terms and Conditions of Service Handbook For further information on the Working Time Directive refer to: http://www.nhsemployers.org/tchandbook/part-4-employee-relations/section-27-working- time-regulations Lord Carter of Coles (2016) Operational Productivity and Performance in English NHS Acute Hospitals: Unwarranted variation. An Independent report from the Department of Health. NHS Improvement (2018) Nursing and midwifery e-rostering:a good practice guide. NHS Improvement IG 25/18 NHS Improvement (2016) Good Practice Guide: Rostering
Trust Policies - Nursing and HR/Workforce: Annual Leave Policy Sickness Absence Policy & Procedure Flexible Working Policy Maternity Policy & Procedure Guide Working Time Directive Policy Temporary Staffing Policy Unpaid Leave Special Leave Adoption Leave Personnel Information Management & Confidentiality Policy
23. References
NHSi (2018) Nursing and midwifery e-rostering:a good practice guide. NHS Improvement IG 25/18 The Shelford Group (2013) Safer Nursing Care Tool: Implementation Resource Pack. The Shelford Group. The NHS Staff Council (2018) NHS Terms and Conditions of Service Handbook 24. Appendices List: 24.1. Roster Creation & Management 24.2. Roster Approval Checklist for Ward Managers, Matrons, HoNs & HoMs 24.3. Roster Production Timetable 24.4. Nursing & Midwifery e-Rostering Governance Process & Meetings 24.5. HealthRoster User Profile Access for Nursing & Midwifery 24.6. Effective Rostering Audit Checklist / Health Check 24.7. Alteration to Establishment & Demand Template Change Process Flow Chart (Nursing & Midwifery) 24.8. Roster Template Change Request Form 24.9. Procedure for Investigating Net Hours Staff e-Rostering Policy (Nursing, ODP & Midwifery)
Appendix 24.1 Roster Creation & Management 1. Add Roster from Template & Open to Worker Requests 1.1. Roster templates cover a 28 day period and are to be managed in Iine with the Roster Production timetable, available on e-Rostering Kwiki site. 1.2. Roster templates are to be added in synch with the roster start date listed in the Roster Production Timetable. 1.3. Roster templates are to be added a maximum of 3 months in advance of the roster start date, giving workers the opportunity to submit requests 3 months in advance. 2. Close Roster to Requests 2.1. Rosters will be closed automatically 8 weeks in advance of the roster start date, in line with the Roster Production timetable. 2.2. A manager may choose to close a roster earlier to allow more time for roster creation. Staff must be made aware of the new closing date in advance. 3. Create Roster 3.1. The roster creator is to adhere to the principles of effective rostering and the tolerances set for staff Unavailability, Fairness, Effectiveness, Safety, Annual Leave & Budget. 3.2. Auto roster must be used for staff who are on personal patterns. Auto roster for other staff should be used as much as possible. 3.3. Ward administration staff should also be entered as appropriate. 3.4. All staff on the roster are to be rostered, unless there are exceptional circumstances for them appearing on the roster. 3.5. Shifts which are difficult to fill or high priority (eg. Nights, weekends or Bank Holidays) should be filled first. Bank, agency or overtime should not be relied upon for these shifts. 3.6. Unused, vacant duties can be moved using the "Move Demand" function to the appropriate day within the same roster period. 3.7. The move demand function is only to be used for shifts within the same 28 day roster template. 3.8. Ghost postings should only have shifts assigned to them from their home roster, not from the ghost roster they appear on. 4. Partially Approve Roster 4.1. The roster is to be approved in line with the Roster Production timetable, at least 7 weeks in advance of the roster start date. 4.2. Partial Approval is to be completed by the Ward Manager or another user with the Unit Manager profile. 4.3. The Partial Approver is accountable for the roster they approve and is providing assurance that the Roster Analyser has been run and the roster meets the criteria set out in the Effective Rostering checklist (KPIs). The Roster Approval Checklist for Ward Managers, Matrons, HoNs & HoMs should be consulted to ensure the roster is optimised. 4.4. If the roster does not meet one of the criteria, a note must be added to the roster bar (purple bar) explaining why. 4.5. After the roster is partially approved, it is the partial approvers responsibility to let the second approver know the roster is ready for them to assess. Staff e-Rostering Policy (Nursing, ODP & Midwifery)
5. Second Approve Roster 5.1. The roster is to be approved in line with the Roster Production timetable, at least 6 weeks in advance of the roster start date. 5.2. Second Approval can only be completed by a user with the Second Approver profile. 5.3. The second approver must be a different member of staff from the partial approver. 5.4. If a Second Approver is on leave, then they must ensure cover for the roster to be second approved on time. 5.5. The Second Approver is responsible for informing the e -Rostering team if either the Partial or Second approver changes. This is to ensure notifications are kept up to date. 5.6. Second Approvers may reject a roster if it does not meet the principles of effective rostering and the tolerances set for staff Unavailability, Fairness, Effectiveness, Safety, Annual Leave & Budget (KPIs). 5.7. In the event of a rejected roster, it is the Roster Creators role to review & amend the roster, and begin the approval process again. 5.8. The Second Approver is accountable for the roster they approve and is providing assurance that the Roster Analyser has been run and the roster meets the criteria set out in the Effective Rostering checklist (KPIs). The Roster Approval Checklist for Ward Managers, Matrons, HoNs & HoMs should be consulted to ensure the roster is optimised. 5.9. Once the roster is Second Approved it is published on LOOP (FORMALLY LOOP (FORMALLY EOL)) for workers to view. A notification is sent to staff alerting them their roster is available to view LOOP (FORMALLY LOOP (FORMALLY EOL)). 5.10. Once the roster is Second Approved a printed copy should be made and kept on the ward in the event of a system failure. 6. Send Unfilled Shifts to Bank 6.1. Unfilled Shifts must be sent to Bank 5 weeks in advance, in line with the Roster Production Timetable. 6.2. See Section 11 on Managing Bank & Agency Shifts in the e-Rostering System
7. Update Roster in Real Time 7.1. Any amendments to the rosters are ideally to be made in real time, or at maximum, every two days. 7.2. Changes to the roster should be kept to a minimum of <20%, and the level of changes will be monitored and performance managed. 7.3. The e-roster is the legal document and must accurately reflect the activities of each member of staff. 7.4. The roster must be updated for changes to shifts, times worked, breaks, shift locations, staff moved to other departments, sickness, leave, overtime, on calls, call outs and any other changes. 7.5. Staff who work in multiple locations during the one shift, must have their roster updated accordingly. The first shift times adjusted and the subsequent shift times adjusted with the external staff member recorded using the "Search for Person" function. 8. Finalise Roster for Payroll & Lockdown 8.1. Each calendar month the information stored in the e-Roster is extracted and uploaded into ESR and used to calculate variable pay and document sickness & leave. Staff e-Rostering Policy (Nursing, ODP & Midwifery)
8.2. Variable pay is paid to workers the following calendar month ie. the enhancements for a night shift worked on 6th July will be paid on 24th August. 8.3. The roster must be updated and checked for accuracy before it is finalised using the purple bar to ensure correct pay and accurate documentation of sickness, unavailability & activities. Every shift, even cancelled shifts/unavailabilities must be finalised or the payroll will fail. 8.4. All profiles apart from the Roster Maintainer profile are able to finalise substantive shifts / unavailabilities. For accuracy, it is recommended that the nurse in charge of each shift finalises the roster at the end of their duty. 8.5. If the shift/unavailability has not yet been extracted/sent to payroll, users are able to un-finalise, amend and re-finalise. The audit trail on each shift provides the detail of extraction/payroll submission. 8.6. Finalisation must be performed in line with the Finalisation deadline outlined in the Finalisation Timetable, available on the e -Rostering Kwiki page. Finalisation is generally on the 5th working day of the calendar month. 8.7. For governance reasons, a user is not able to finalise their own duties. A colleague must finalise for you. 8.8. The finalisation report must be run by users after finalising to double check if they have successfully finalised. This is available under the payroll menu. 8.9. If any changes are made to the roster after it has been finalised, the roster must be re-finalised using the purple bar. 8.10. Rosters not successfully finalised locally by the deadline may have theirvariable pay delayed. Staff e-Rostering Policy (Nursing, ODP & Midwifery)
Appendix 24.2 Roster Approval Checklist for Matrons, HoNs & HoMs
Roster Approval Checklist for Ward Managers, Matrons, HoNs & HoMs Rosters must be Second Approved 6 weeks in advance of the roster start date. The deadlines for approval are set out in the Roster Production Timetable. Approvers must ensure cover is arranged in advance of their leave. Before Partial & Second Approval check that your roster meets the following criteria: 1. Look at the roster to: Check all shift patterns are acceptable (ie. no more than 4LDs or N in a row). Orange shifts mean a rule has been broken; hover over the shift for the warning. Correct rostering practices e.g. no unavailabilities for shifts which should generate an enhancement, time owing recorded correctly, supernumerary used correctly, minimal use of working day & other leave. Ensure the partial approval and second approval is performed by different staff members.
2. Run the Roster Analyser available through the purple roster bar. Click into the figures for more detail. 3. Check the "Summary" tab to check/ensure:
Safety Unfilled Roster % - this is your vacancy No shifts missing Charge Cover No shifts with missing Skills Skill Mix (Reg% / Unreg %)
Effect
iveness Over Contracted Hours - staff are within WTD rules Unused Contracted Hours: ○ All staff within +/-11.5hrs or 1 standard shift ○ No staff without shifts; unless transferring or leaving in which case, add a Roster Note via the purple bar. Appropriate use of Additional Duties Wrong Grade Type - no avoidable warnings listed
Annu
Fairne
al Leave Annual Leave within 11-17% for each week
ss Minimal or no Duties with Warnings & staff working restrictions updated where warnings are generated 4. Check the "Effectiveness" tab for: Staff Unavailability (% of Contracted Hours) - the Total should be 19.5% or below (roster is working within the allocated headroom of 19.5%)
5. Approve the roster or Reject the roster for amendments to be made. If rejecting a roster, add a Roster Note to the purple bar to outline what requires improvement 6. Ensure vacant, unfilled shifts are assessed for Bank requirements. Shifts should be sent to Bank via BankStaff at least 5 weeks in advance. Appendix 24.3 Roster Production Timetable
The latest version of the Roster Production Timetable is available via the e-Rostering kwiki page. An example is shown below:
Appendix 24.4 Nursing & Midwifery e-Rostering Governance Process & Meetings
The responsibilities and time line for one roster cycle is shown below.
Roster Creator / Maintainer (Junior Nursing Staff)
Roster Closes to Requests (Automatically) Create Roster for Approval
Update Roster in real time with changes eg. sickness, shifts swaps and time changes & finalise weekly
Partial Approver (Ward Manager)
1st Approval Deadline
Local e-Rostering Meeting for roster approved in week -6
Update Roster in real time with changes eg. sickness, shifts swaps and time changes & finalise weekly
Second Level Approver (Matron & HoNs / HoMs)
2nd Approval Deadline (Monday) & Send requests for Bank
Local e-Rostering Meeting for roster approved in week -
HoN / HoM
Check Roster Analsyer & Approve shifts
Local e-Rostering Meeting for roster approved in week -
e-Roster Performance Meeting
Deputy Chief Nurse / DoN&M / ADoN
Maintain overview of Approvals for Bank Shifts
e-Roster Performance Meeting
e-Rostering Team
Prospective KPI report (Thursday)
Prospective Review of Rosters
e-Roster Performance Meeting
Retrospective KPI report circulated to DCN, ADoNs; HoN/Ms & Matrons (Thursday)
Worker
Submit 5 Requests via LOOP (FORMALLY
View published roster on LOOP (FORMALLY LOOP (FORMALLY EOL)) Book in
Work 4 week roster
Appendix 24.4 Nursing & Midwifery e-Rostering Governance Process & Meetings
LOOP (FORMALLY EOL)) for Bank Shifts e-Rostering Nursing, ODP & Midwifery Governance Process & Meetings
Local e-Rostering Meeting When: Held every 4 weeks; after approval, but 4 weeks in advance of the roster start date to give time for improvements. Arrangement: The local meeting can be held as the HoN/M requires, held as a separate meeting or incorporated into another meeting eg. Bank and Agency or a 121 meeting. Organised: locally by HoN Attended by: HoN/M, Matron, Ward Manager Aims: 1. To review the roster 4 weeks in advance with local team against the Prospective Roster Review notes (checklist below) and challenge concerns. 2. To discuss with team actions required to improve rosters, rostering practices & roster performance from the actions set out in the Prospective Roster Review. 3. To follow up any outstanding actions from previous reviews. 4. To agree action plans for improvement with Ward Managers & Matrons. 5. To identify if extra support is required to then raise at the High Level e-Rostering Performance meeting. Roster Performance Checklist for HoNs - "What to Look for": - Roster template laid down - Approved by 6 week deadline - Net/Unused Hours over or under by 11.5hrs - Annual Leave within 11-17% or concern - Missing Charge Cover - Missing Skills - Wrong grade types - Staff without shifts - WTD / Shift pattern concerns i.e. <5 LD or N shifts in a row, number of bank shifts etc - Errors in practices e.g. using unavailabilities on shifts generating enhancements, time owing being recorded incorrectly - General housekeeping reminders e.g. update staff working restrictions where warnings are generated - High ratio of Bank & Agency to Substantive - Previous Roster period Finalised locally by deadline - Any other rostering advice or comments
Resources available to HoN/Ms for Local Meeting: 1. Prospective KPI report 2. Roster Analyser through HealthRoster 3. Retrospective KPI report & Ranking tracker from previous roster 4. Roster Review Comments & Actions (example below)
Minutes: Attendance List & Log of Actions to be maintained locally.
e-Roster Performance Meeting (High Level) When: Held every 4 weeks; after approval, but 2 weeks in advance of the roster start date to give time for improvements. Arrangement: The Performance Meeting can be held as a separate meeting or combined into an existing meeting. Organised: by e-Rostering Advisors or the Divisional team Attended by: Deputy Chief Nurse/Associate Director of Nursing for Workforce, Directors of Nursing& Midwifery, HoN/Ms, Matrons, e- Rostering Advisor, Productivity Manager / Associate Director for Workforce (Transformation & Planning) Aims: 1. To review the retrospective & prospective roster KPIs, and roster ranking tracker for improvement / maintenance for HoN/M's group of rosters. 2. HoN/M to provide feedback on actions being taken to address any prospective roster review actions. 3. HoN/M to request any additional support required to achieve roster improvement. 4. To review any issues / challenges to improving the roster.
Resources available: 1. Roster Analyser & Roster Perform (to check changes to prospective KPI report) 2. Prospective KPIs report 3. Roster Review Comments & Actions 4. Retrospective KPI report & Ranking tracker from previous roster 5. Local Action Plans Minutes: Attendance list & Log of actions to be maintained by e-Rostering Advisors. After the e-Rostering Performance meeting is held the escalation cascade will commence for any of the following: - Roster not completed - Repeatedly roster not second approved by the deadline - Excess Net or Unused hours - Repeated red roster rating - Unmanaged Leave - Unexplained High Unavailability - Roster repeatedly not finalised by local area - Excess Additional Duties - High ratio of Bank & Agency to Substantive
Escalation Pathway for e-Roster Performance Meeting (High Level Meeting) Panel: Associate Director of Nursing for Workforce & Workforce Productivity Manager
Appendix 24.5 HealthRoster User Profile Access in Nursing & Midwifery
HealthRoster User Profile Access for Nursing & Midwifery
HealthRoster Reccomended Profile:
Site Team
Second Level Approver + BA
Unit Manager + BA
Roster Creator & Maintainer + BA
Roster Maintainer + BA
Viewing & Reporting Only
LOOP (FORMALLY EOL)) Function Job Role: Site Team DoN / HoN / HoM / Matron Ward Manager Junior Sister / Ward Clarks / A&C staff OOHs Nurse In Charge Workers Rostering View Roster in HealthRoster Y Y Y Y Y Y N Rostering Add / Edit Unavailabilities Y Y Y Y Y N N Rostering View Sickness Reasons Y Y Y Y N N N Rostering Partially Approve Roster N Y Y N N N N Rostering Second Approve Roster N Y N N N N N Rostering Add Additional Duties Y Y N N N N N Rostering Finalise Roster for Payroll N Y Y Y N N N Bank Request Bank Shifts Y Y Y Y Y N N Bank Authorise Shifts to be sent to Bank Y Y N N N N N Bank Change/Time sheet Bank shift details (times etc) N Y Y Y Y N N Bank Finalise Bank shifts for payment N Y Y N N N N Bank Bank Viewing & Reporting in HealthRoster Y Y Y Y Y Y N Bank Bank Shift Viewing for Workers & Booking into in LOOP (FORMALLY LOOP (FORMALLY EOL)) Y Y Y Y Y Y Y
Appendix 24.6 Effective Rostering Audit Checklist / Health Check p.37 According to NHSi (2018) this audit tool should be used to monitor compliance with the e- Rostering policy at least every six months. It should be completed by the Ward Manager. An action plan should be agreed for areas requiring improvement, as recommended in the Carter reviews.
Ward / Department: Audit Completed by: Date Completed:
Y / N Comment Action Has the e-roster template been reviewed on a six-monthly basis to ensure it is current, aligned to the bi-annual staffing review, realistic and reflects the staffing required?
Are all the staff aware of the e-roster policy?
Do the shift and break times conform to European working-time directives?
Is the approved minimum number of staff e-rostered for each shift?
Is the skill mix maintained?
Is annual leave allocated as per policy?
Is study leave allocated per policy?
Y / N Comment Action Are there any working restriction/flexible- working practices for any person in the ward/department?
Have these working restriction/ flexible- working practices been reviewed in line with trust policy & annually?
Is the request system used in accordance with the policy?
Are there six weeks of completed e- Rosters available for staff to review?
Are unused hours monitored monthly?
Are break-time guidelines followed?
Is there evidence of annual review of existing work patterns?
Are at least three months' e-rosters available for requests?
Does the Matron/HoN Second Approve e- Rosters?
Do the trust policies for e-Rostering, flexible working, annual leave and sickness/ absence reporting all align and reference each other?
Are staff encouraged to use LOOP (FORMALLY LOOP (FORMALLY EOL)) mobile technology to view their e-roster, to request leave and to book bank shifts?
Appendix 24.7 Alteration to Establishment & Demand Template Change Process Flow Chart (Nursing & Midwifery)
Appendix 24.8
Roster Template Change Request Form - file available on Kingsdocs Roster Template Change Request Form
(Choose the first date of a roster period. Minimum 8 weeks in the future, otherwise changes will apply to the next unapproved or incomplete roster.
Standard Trust Shift Types (amend times as appropriate , format must be "00:00") Required Number of (These must align exactly with your agreed Establishment Shifts Per Day from Finance)
Shift Name Total WTE Shift Name Start Time End Time Break Work Time Staff Group Mon Tues Wed Thurs Fri Sat Sun
Day (D)
08:30
16:30
00:30
07:30
RN
0 2.00
Early (E)
07:30
15:30
00:30
07:30
RN
0 2.00
Late (L)
12:00
20:00
00:30
07:30
RN
0 2.00
Long Day (LD)
07:30
20:00
01:00
11:30
RN
0 3.07
Night (N)
19:30
08:00
01:00
11:30
RN
1 2.15 Long Day (NIC- LD)
07:30
20:00
01:00
11:30
RN
0 2.76 Nurse in Charge Night (NIC-N)
19:30
08:00
01:00
11:30
RN
0 3.07
Twilight (TW)
18:00
02:00
00:30
07:30
RN
0 0.00 Ward Manager Admin (WM-A)
09:00
17:00
00:30
07:30
RN
0 2.00 Ward Manager Clinical (WM-C)
09:00
17:00
00:30
07:30
RN
0 2.00
Housekeeper (HK)
09:00
17:00
00:30
07:30
HCA/SS
0 2.00
Day (D)
08:30
16:30
00:30
07:30
HCA
0 2.00
Early (E)
07:30
15:30
00:30
07:30
HCA
4 2.80
Late (L)
12:00
20:00
00:30
07:30
HCA
0 3.40
Long Day (LD)
07:30
20:00
01:00
11:30
HCA
0 3.07
Night (N)
19:30
08:00
01:00
11:30
HCA
0 3.07
00:00 0.00
00:00 0.00
00:00 0.00
00:00 0.00
00:00 0.00
00:00 0.00
00:00 0.00
Total WTE: **Must match exactly with Finance Budget**
37.37
(only one name can be added)
(only one name can be added)
Comments: 1st Level Approver (receives AL requests)
2nd Level Approver (notified when roster has been partially approved)
Signatures (without all signatures we will be unable to process any changes - electronic signatures accepted if all parties included in email) Service Lead or Head of Nursing / Midwifery
Sign.
Name Director of Nursing / Midwifery
Sign.
Name Finance Manager Sign.
Name
Roster Name:
Cost Centre:
Effective date of Changes:
Appendix 24.9 Managing & Investigating Net Hours Left Managing Net Hours Left vs Hours Left Net Hours Left is an overall build -up of hours worked since the staff member's start date, whereas Hours Left show the hours under/over worked in the period on the screen. A minus figure means that the staff member has over worked their contracted hours, and has some hours owed to them, whereas a plus figure means that they have under worked and therefore owe some hours to their department.
In the picture above, the top person has over worked 11 hours in this period but overall owes the department 33:30 hours. It is common for the Unit Manager to give an extra shift in each roster period until the hours clear in the Net Hours Left column. The bottom person has underworked 16 hours in this period and overall owes the department 13 hours. On 24 hour rosters, consisting of LD and N shifts, the Net Hours Left will rarely balance out, instead +/-11.5 hours is acceptable. However, anything over that will need to be managed within the department. On a Monday to Friday roster, consisting of 7.5 hour shifts, there the Net Hours Left should be 0 as hours should not accumulate. The Hours Left can go up and down each roster, as long as the Net Hours Left are within acceptable numbers. The example below provides guidance on how to investigate an accumulation Net Hrs Left:
1) Go to Edit Person -> Hours Accounts tab to gauge where to start the search: For example, the Hours Account below shows that the 4th June 2018 roster started with 35:15 but looking back in time (down the list) there has been a build-up of a few hours in each roster period. The last time the hours were 0 was at the start of the 23rd October 2017 roster. There was a jump in almost 30 hours between 12th March and 9th April 2018 rosters.
2) Start investigating the Net Hours Left from date of the increase in hours a. Go to the View Rosters menu b. Enter the date you found in section 1) into the view date c. Ensure you have a 4 week view set d. Line up the Purple bar to the exact 28 day roster period e. Type the person's last name in the Person Search box to isolate them. f. Check the Net Hrs Left column for each 4 week roster period from then on to find the missing hours. Typical errors include: i. Incorrect entry of hours for sickness or leave ii. Incorrect contracted hours changes iii. Bank Holidays not rostered iv. Missing or extra shifts g. Once an error has been found, the manager should complete the relevant unlocking form (for shifts, unavailability or sickness) and send to the e - Rostering team to amend. Note: - The e-Roster team will zero Net Hours Left accumulations at the 2 years previous date. - All hours accumulations after those 2 years must be investigated for errors. - HoNs must approve any requests for zeroing hours. - The investigation by Ward Managers must be completed & adjustment forms submitted before any requests are actioned. Please note that it is the Unit Manager's responsibility to ensure that a staff member does not owe any hours (and should not be owed hours) before moving to a different unit. It is not fair for a new manager to take on an hours issue from another unit.
Appendix 24.10 Managing Staff with Annualised Hours & Term Time Contracts Annualised Hours Contracts Staff must have their net hours reconciled on an annual basis at the end of March* to ensure all contracted hours have been worked, or that hours are not owed to the worker. Every January: 1. Meet with the member of staff to review their contracted hours for the upcoming year (April - March); a. If the contracted hours remain unchanged, then continue to step 2. b. If the staff member wishes to decrease their contracted hours: i. Liaise with your finance manager ii. Complete a change of contract form and send to Conexia to action the change of contracted hours in ESR iii. Inform the e-Rostering Team so the workers contracted hours can be amended c. If the staff member wishes to increase their contracted hours: i. Submit a VAP form to the vacancy approval panel to approve the budgetary change ii. Complete a change of contract form and send to Conexia to action the change of contracted hours in ESR iii. Inform the e-Rostering Team so the workers contracted hours can be amended 2. Calculate Annual Leave & BH entitlements pro rata taking into account any increases in entitlements or leave carried over.
3. Enter / update the entitlement in HealthRoster (AL + BH added together).
4. Throughout the year document any Annual Leave & Bank Holidays taken in HealthRoster. 5. Record all non-working or "Annualised Hours" time as: o Unavailability Group "Other" with the reason "Annualised Hours" & zero work time.
Term Time Contracts An employee on a term time contract of employment is typically contracted to work for a total of 39 weeks per annum enabling the employee not to work throughout the 13 weeks school holidays per year (as determined by the Local Education Authority). Annual Leave and Bank Holidays are calculated by Conexia and paid out to the worker as part of their salary, so employees on Term Time contracts are not entitled to request leavein term time. It is important that every year the manager reviews the contracted hours to be worked to factor in any increases in Annual Leave entitlement due to the length of NHS service, changing numbers of Bank Holidays and any additional unpaid leave.
Staff must have their net hours reconciled on an annual basis at the end of March* to ensure all contracted hours have been worked, or that hours are not owed to the worker. Every January: 1. Meet with the member of staff to review their term time contracted hours for the upcoming year (April - March); a. If the contracted hours remain unchanged, then continue to step 2. b. If the staff member wishes to decrease their contracted hours: i. Liaise with your finance manager ii. Complete a change of contract form and send to Conexia to action the change of contracted hours in ESR iii. Inform the e-Rostering Team so the workers contracted hours can be amended c. If the staff member wishes to increase their contracted hours: i. Submit a VAP form to the vacancy approval panel to approve the budgetary change ii. Complete a change of contract form and send to Conexia to action the change of contracted hours in ESR iii. Inform the e-Rostering Team so the workers contracted hours can be amended 2. Annual leave & BH entitlements are calculated pro rata and paid out to staff as part of their salary, so no Annual Leave or Bank Holiday entitlement should be entered into HealthRoster 3. The e-Roster team is to set the contracted hours to match the 'average paid' hours from ESR. 4. The manager sets the workers "Working Restrictions ->Additional Hours per Roster" restriction for the difference between their paid hours and worked hours. For example, if someone works 37:30 hours in term time, their contracted hours will be something like 28:08 hours, so you would set the additional hours to 9:22 to allow them to be rostered up to 37:30 without generating a warning. 5. Record shifts as normal. 6. Record all non-working or "Term Time Hours" as: o Unavailability Group "Other" with the reason "Term Time" & zero work time
*Consideration will be given to rosters with a high number of staff on Annualised Hours & Term Time contracts for their Hours Balances in the Roster Performance meetings.
Appendix 24.11 Guidance for Managing Supernumerary & Supervisory Staff in HealthRoster All supernumerary or supervisory shifts are to be managed as per the relevant Nursing & Midwifery policies and managed on HealthRoster as per the guidance below. Staff who are supernumerary or supervisory must have their shifts & Study Leave managed in a particular manner to ensure correct reflection of their template use and record of nursing numbers on shift for the Unify Safe Staffing reports.
New Starter Inductions: - Corporate Induction: o Record on HealthRoster with an Unavailability -> Study Leave -> "Corporate Induction" (1 day) - Registered / Unregistered Induction: o Record on HealthRoster with an Unavailability -> Study Leave -> "Nursing, ODP & Midwifery Induction" or "HCA Induction". - Preceptorship: o Record Induction & Study Days on HealthRoster with an Unavailability -> Study Leave -> "Pr - Preceptorship" Roster Managers may request of the e-Rostering team the creation of "Supernumerary" or "Supervisory" teams for their roster and allocate the appropriate staff to these teams for clarity of work capacity on the roster. Supernumerary (OUT of the numbers): o Additional Duties are to be created with the reason of "Supernumerary" & Shift "Supernumerary" and assigned to the supernumerary staff member. These shifts will then be discounted from any nursing/midwifery numbers reports. o Creating Additional Duties will ensure that: ▪ Any enhancements earned will be paid (unavailabilities do not generate enhancements); ▪ The substantive shift remains available for allocation to another member of staff or to be sent to bank; ▪ The demand on the roster will reflect the increase in establishment/cost pressure of supporting the supernumerary staff member. o Supernumerary staff must not be given vacant unregistered shifts because: ▪ they will be counted in the unregistered nursing / midwifery numbers for that shift (Unify Reporting) which will result in inaccurate figures. ▪ allocating a HCA shift will mask the true cost pressure on the ward (ie. a vacancy at HCA + RN shift vacant). Supervisory (IN the numbers): o The supervisory staff can be given a registered shift as they are counted in the nursing numbers. o If there is a unregistered vacancy, with Matron approval, supervisory staff can be allocated a vacant unregistered shift, however this will mean they are counted in the unregistered numbers for that shift.
Study Leave for OSCE Prep / Exams: OSCE training days should be recorded in HealthRoster as: Study Leave -> ONP - Overseas Nursing Practice The OSCE exam should be recorded in HealthRoster as: Study Leave -> NMC OSCE - Objective Structured Clinical Examination
Responsibility for Monitoring the Management of New Starters, Internationally Educated Nurses & Supernumerary Shifts in HealthRoster HONs HoNs are responsible for maintaining an overview of the supernumerary and supervisory staff in their specialty and ensuring that the timescales for supernumerary are adhered to.
Matrons Matrons are responsible for ensuring Ward Managers are aware of this guidance and checking that rosters are created and maintained in line with the guidance. If staff are not able to keep to the timescales set out, then Matrons are responsible for informing Heads of Nursing/Midwifery and supporting the Ward Manager to achieve the status change as soon as possible.
Ward Managers Ward Managers are responsible for complying with this guidance when creating and maintaining rosters. Ward managers are also responsible for ensuring that staff are complying with the supernumerary & supervisory timescales and escalate to the Matron when these timescales may not be met.
e- Rostering Team The e-Rostering team will prospectively review nursing rosters and provide feedback via the prospective review comments if there are concerns that the roster manager is not complying with the guidance. The team will produce a monthly Additional Duty Report to show the number of Additional Duties used with the reason of Supernumerary.
Appendix 24.12 Global & Local Rules
Global Rules The Global rules apply to every roster throughout the Trust and cannot be superseded by a local rule. Rules set to a violation cannot be broken & will not allow for the rule to be broken; rules set to warnings will trigger a flag to alert when the rule has been broken.
Rule Category Rule Name Definition Rule Setting / Minimum Standard LOOP (FORMALL Y LOOP (FORMALL Y EOL)) Trust Roster Policy: Max of 5 LOOP (FORMALLY LOOP (FORMALLY EOL)) Requests Limits the amount of requests a worker can make over a 28 day roster. Violation: 5 requests pro rata LOOP (FORMALL Y LOOP (FORMALL Y EOL)) Global LOOP (FORMALLY LOOP (FORMALLY EOL)) Requests Over Approved Roster Rule Prevents LOOP (FORMALLY LOOP (FORMALLY EOL)) requests over approved rosters. Violation: None permitted Weekend Working 2 weekends off in 4 Workers should have two weekends off every 28 day roster. Warning: 2 off in Hours Global Exceeding Hours On Roster Rule Prevents workers from working too many hours over their contracted rostered hours for the 28 day roster. Warning: Triggers at 8% Hours Global Max Back To Back Hours Rule Checks that duties which are "back to back" do not have a total work time that exceeds the threshold (includes on calls). Warning: Max Back to Back hours Special Leave Max 6 Days Special Leave in 52 weeks Highlights when a worker has exceeded the limit of this type of unavailability days over 52 weeks. Warning: 6 days in 52 weeks Annual Leave Global-min 7 days' notice for A/L request via LOOP (FORMALLY LOOP (FORMALLY EOL)) Highlights when an unavailability has been requested via LOOP (FORMALLY LOOP (FORMALLY EOL)) with too short a notice period. Warning: 7 days minimum notice required. Annual Leave Max AL 21 days Highlights when an annual leave episode is longer than 21 days. Warning: Maximum 21 days Sickness Sickness Episode Requires Certificate Highlights when a sickness episode longer than 7 days has not been medically certified. Warning: Certificate required Sickness Sickness Long Term over 28 days Highlights when a sickness episode has exceeded 28 days. Warning: Long Term Sickness Sickness Sickness six calendar days in any six month period Highlights when the number of calendar days of sickness has been more than 6 in 6 months. Warning: 6 calendar days in 6 months Sickness Sickness three episodes in any six month period Highlights when the number of sickness episodes has been more than 3 in 6 months. Warning: 3 episodes in 6 months
Local Rules
The following table lists the Local Rule standards required at minimum for all Nursing, ODP & Midwifery roster rules throughout the Trust. Managers must enter and maintain their staff working restrictions to ensure the roster rules & the autoroster can function optimally.
Rule Category Rule Name Definition Rule Setting / Minimum Standard for Core Rosters Day Shifts Max D in a row Maximum number of day shifts in a row Night Shifts DO after N Day Off after a night shift 1 day off Night Shifts Max N in a row Maximum number of night shifts in a row Night Shifts DO after 2 N At least 2 days off after 2 night shifts 2 days off Night Shifts DO after 3 N At least 3 days off after 3 night shifts 3 days off Night Shifts DO after 4 N At least 4 days off after 4 night shifts 4 days off
Appendix 24.13 Additional Duties & Reasons Additional Duties can be created by the Second Level Approver profile only because they are a requirement that goes above the agreed budgeted establishment.
- Additional Duties can be allocated to a substantive or supernumerary staff member, or sent to Bank. - Additional Duties should only be used when there are not enough substantive / budgeted shifts available to use. - Additional Duties should be cancelled if they remain unused in the vacant duty box. This will improve the Roster Analyser and KPI indicators. - The Additional Duty Reasons are below, as agreed by the Nursing & Midwifery e- Rostering Steering Group.
Additional Duty Name Description NPN (Site Team) Nurse Practitioner at Night for Site Team Transport Patient Transport Patient High Acuity High Acuity Budget Agreed & Awaiting Template Adjustment Budget Agreed & Awaiting Template Adjustment Special / Enhanced Care Special / Enhanced Care Exam'n of New Born Examination of the New Born Theatres Surgical Assistant Backfill Theatres Surgical Assistant Backfill Supernumerary Supernumerary Major Incident Major Incident Urgent Cancer Patient Extra Staffing for Cancer Patient / Theatre List Escalation Area Service Demand Exceeds Budgeted FTE Waiting List Initiative Extra Staffing for Additional Theatre List or Waiting List Initiative Extra Clinic Extra Clinic Private Patient Private Patient
Appendix 24.14 External Links HealthRoster can be accessed from any computer that has an internet connection.
HealthRoster:
https://kch.allocate-cloud.co.uk/HealthRoster/KCHLIVE/Login.aspx
LOOP (FORMALLY EOL): https://web.loop.allocate-cloud.co.uk/loop/login LOOP (FORMALLY EOL) can also be accessed on smartphones using the link above. To create a shortcut, add the page to your home screen.
Number Action / Check Y / N - if N, why? 8 Does the policy cover the process for staff changing published e-rosters, including: - the importance of keeping e-rosters up to date - process for audit - the requirement to keep shift changes to a minimum Yes 9 Does the policy clearly state the maximum supernumerary period available to staff, with guidance on taking account of the ward's requirements and individual needs No, to be defined in separate Nursing policy 10 Does the policy have a section on skill mix, including: - ensuring appropriate cover on each shift, including specific competencies such as 'taking charge of the shift', IV administration and 'control and restraint' trained staff on shift Yes 11 Does the policy include a section on how staff make requests: - with maximum number of days off within e-roster period - requests considered in the light of service needs - working restrictions/flexible working needs - fairness in allocating shifts Yes Does the policy include a section on shift patterns and EWTDs, including: - shift patterns worked in the trust - time-owing process - for booking and taking it back, with guidelines on limits - highlighting rest periods between shifts such as 11 hours' rest period before next shift? Yes 13 Does the policy include rules on taking unpaid breaks? Yes Does the policy highlight the process for effective use of temporary staff, including: - bank staff - escalation process for agency staff - process for recording and reporting the monitoring of temporary staff? No, to be defined in separate Temporary Staffing policy 15 15 Does the policy include the process for booking annual leave with guidelines on how much leave should be booked each quarter/half-year to avoid accumulating large amounts of leave towards the end of the leave period? No, to be defined in Annual Leave policy
Number Action / Check Y / N - if N, why? 16 Does the policy ensure all leave is authorised in line with the e-Rostering timetable and must therefore be booked before the e-roster is approved? Yes 17 Does the policy set out annual leave requests for Christmas and new year and key areas of school holidays such as summer? No, to be defined in Annual Leave policy 18 Does the policy state any rules on working additional or bank hours after returning from short-term sickness? Yes 19 Does the policy state requirements for regular e- Rostering policy audits? Yes 20 Does the policy have a clear review date? Yes
Appendix 24.16
Maintaining Confidentiality - Recommendations for HealthRoster Users The Trust's Personnel Information Management & Confidentiality Policy sets out the principles for appropriate management of staff personal information. In addition to this policy the following practices are recommended for HealthRoster Users: 1. Never share your HealthRoster password or log someone else in under your credentials. 2. Always log out or lock your computer when you leave it. 3. Only share personal information with those who have a legal right to it. 4. Report any incidents or breaches using the Datix Adverse Incident Report form. 5. Keep a clear desk and screen. 6. Ensure that personal data is up-to-date and accurate in HealthRoster. 7. Using automated "Save Password" functions is not recommended. 8. Ensure that you request your staff to only have access to the rosters they require. 9. Ensure that your user account profile request is in line with the duties the member of staff will be performing. Follow the function guidance on the User Request form. The e-Rostering team will query any request for access that does not meet with the recommended profile & grade. DO NOT add confidential notes into HealthRoster: Please note that notes added to duties and unavailabilities including sickness, are visible to all HealthRoster users for that particular roster. This does not include those with an LOOP (FORMALLY EOL) account. If you suspect your account has been used by someone else, change your password immediately and notify the e-Rostering team. Do not use the save password function. Appendix 24.17
Have the 'Style & Format' requirements of the 'Policy on Policies' been followed in the development and review of this document?
Yes
Are the following headings with supporting information included? - Introduction Yes - Definitions Yes - Purpose and Scope Yes - Responsibilities Yes - Implementation Yes - Monitoring of Compliance Yes - Associated Documents Yes - References Yes - Appendix: Checklist for the Review and Approval of Trust-Wide Policies Yes - Appendix: Equality Impact Assessment Yes Does the document clearly detail who has been involved as part of the consultation? Yes
Has the document received final approval from the appropriate committee / group as described in the 'Policy on Policies' prior to submission for ratification?
Yes
Does the 'Document Location and History' section clearly state where the current document can be located, the document that it replaces and where the archived document can be found?
Yes
Yes
Nursing & Midwifery e-Rostering Policy
Appendix 24.18: Equality Impact Assessment
A screening Equality Impact Assessment and Full Assessment form are available from http://hww-kingsweb/x-files/Equality and Diversity/
Service/Function/Policy Directorate / Department Assessor(s) New or Existing Service or Policy? Date of Assessment Nursing, ODP & Midwifery e-Rostering Policy Workforce Existing 1.1 Who is responsible for this service / function / policy? Workforce (e-Rostering) & Executive Nursing 1.2 Describe the purpose of the service / function / policy? Who is it intended to benefit? What are the intended outcomes? The e-Rostering policy sets the minimum standards for creating and managing rosters and supports the effective utilisation of the workforce, safe staffing levels, the creation of fair rosters, and the production of robust data for reporting and documentation purposes. 1.3 Are there any associated objectives? E.g. National Service Frameworks, National Targets, Legislation Trust Strategic Objectives 1.4 What factors contribute or detract from achieving intended outcomes? Proactive management to avoid indirect/direct discrimination Poor management & practices detract from the achievement of intended outcomes 1.5 Does the service / policy / function / have an impact in terms of race, disability, gender, sexual orientation, age and religion? Details: [see Screening Assessment Guidance] No 1.6 If yes, please describe current or planned activities to address the impact. 1.7 Is there any scope for new measures which would promote equality? 1.8 Equality Impact Rating [low, medium, high*]:
Nursing & Midwifery e-Rostering Policy
Race L Age L Disability L Gender L Religion M Sexual Orientation L *If you have rated the policy, service or function as having a high impact for any of these equality dimensions, it is necessary to carry out a detailed assessment and then complete section 2 of this form 1.9 Date for next review One year from approval date