2014 Staff Survey Action Plan (as at 20 May 2014)

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1 Staff Survey Action Plan (as at 20 May ) These are actions to address areas where the Trust scored in the worst 20% of MHTs or service lines or staff groups scored in the worst 20% of MHT scores. Competent and capable workforce Improving staffs uptake of role specific training and recall of mandatory training attended. Improving support from immediate manager Instructions to be included in guidance for all staff to submit a copy of their WIRED record to their manager as part of the Performance Review process, so both have an up-to-date record. Implementation of the Performance Development Framework (PDF)and the Skills, Behaviours and Accountabilities frameworks Secure funding to run executive coaching for clinical managers to improve their people management skills. Use service improvement committee to spread good practice in service lines Use the Performance Development Framework to actively encourage staff to identify role specific training and monitor Personal Development Plans. Managers to release staff to attend relevant training such as admin development programme. ECS to pilot e-learning and use of local facilities for staff training as ways to increase uptake of training. Develop and implement ways to increase uptake of training opportunities for staff in bands 1-4, including Maximising Your Potential (MYP) and the Admin Development Programme. L&D to include advice in Performance review toolkit. Led by OD and implemented by local management teams Managers of corporate services (Trust HQ, Finance, Medical, Nursing, OD/Dev and Operations). L&D to attend Management Operational Group to discuss E & F managers and service line administration leads with support from L&D Learning and Development Managers piloting with D&CI s AHPs and Psychologists leads, before wider roll out. Completed W/C 17/03/14 April- June From June June By end of May May and ongoing Staff survey results for mandatory training show all modules better than worst 20% for MHTs staff survey result in the personal development section on accessing job relevant training improves as compared to 2013 results these services improves and is better than the this services improves and is better than this service improves and is better than the agreeing they receive support from their immediate managers Action Completed. PDF and Skills, Behaviours and Accountabilities frameworks launched. Interventions for band 1-4 included in draft L&D strategy. Admin Development programme extended. New round of MYP promotions planned for summer. Some DCI managers are accessing coaching training. In addition D&CI are funding an executive coach to run 4 sessions with managers which includes how to work effectively in supporting staff around engagement issues 1

2 staff saying they have received an annual appraisal Appraiser and Appraisee training to ensure high quality interaction As records show 90% of staff had an appraisal in 2013, develop opportunities to remind all staff throughout the year of progress on their Performance Development reviews and PDPs. Facilitated by L&D Business Partner (BP) to provide OD support. March-May having an annual appraisal Appraisee and appraiser training programme began in Jan. Progress will be monitored through the Meridian package Innovative and learning culture Improving staffs job satisfaction by reducing conflicting demands on their time, giving staff more responsibility where appropriate Improving staff s perception of the effectiveness of team working Improving percentage of staff feeling their role makes a difference Implement development initiatives such as, clinical leadership and manager s passport to improve the effectiveness of supervision, work planning, time management and resilience. Introduce talent management scheme to help managers identify and support staff ready to take more responsibility In those teams where responses were in the worst 20%, use appreciative inquiry methodology to explore areas were team effectiveness could be improved and act on suggestions. All managers to receive training in coaching for performance as part of the new approach to the Performance Development Framework. Local managers to use these skills to ensure staff are able to bring in contributions from a wider range of staff within the team and service line. L&D to work with managers across the Trust Senior managers support from OD- Business Partners (BPs) Senior managers with L&D support. From March and on-going as part of OD and draft L&D strategies May July May- August feeling able to manage conflicting demands on their time improves MHTs. feeling they were given the opportunity to take on more responsibility improves and is better than the agreeing that there is effective team working improves and is better than the agreeing that their role makes a difference to patients improves MHTs. Current and planned management and leadership development programmes include modules such as Time management Workplace resilience Clinical supervision training (commissioned) Sessions have begun in ECS and plan dates agreed for D&CI and C&E Sessions were run on 21 and 22 May. Increasing opportunities to contribute towards developments Business Partners to undertake Appreciative Inquiry focus groups to help service team managers consider ways to involve staff more in service developments in their service areas Support the implementation of the clinical leadership development programme; clinical cabinet and the Innovation forum; to improve engagement with medical staff so they feel more involved in service. Embed the Listening Into Action approach across the organisation Support staff to contribute towards service change at all levels across the organisation. Listening Into Action to be supported at a local level by managers Senior managers with support from OD- Business Partners OD to support Medical Director Listening into Action Steering Group and Programme Coordinator with local Service Managers May-September February - January 2015 April on going (30 April showcase as launch) developments in their patients staff survey result for doctors developments in their area patients developments in their patients, improves to be better than the Sessions have begun in ECS Clinical leadership diagnostics completed and training providers appointed March Draft programme approved - April Successful showcase event held at end of April. Pulse check data to be published end of May 2

3 Roles and responsibilities are clear Improve staff perception of the Trust as a high quality employer and service provider so that more staff- Would recommend the Trust as a place to work or care for a friend or family member. Increase staff understanding of the quality of care their colleagues actually provide by: Use of quality measures and improvements identified via the Meridian project LiA led See, Think Act rollout across the wards and teams Use of data from quarterly Staff Friends and Family test (SFFT) Highlight positive quality improvements in trust internal media. Continue to actively pursue external awards and recognition Service Lines to support staff through the Performance Development Framework roll out to ensure that staff are accessing training and development Communications, OD and Chief Operating Officer May and ongoing May Ongoing agreeing that they would recommend the Trust as a place to work and care for a friend or family member, to increase to the average for MHTs. Process to monitor this has been included in the guidance for new PDF. It will be measured through Meridian survey package. See, Think Act rollout from NLFS across the wards and teams begins SFFT Quarter 1 launched 6 May, results in July. Improving communications between senior managers and staff Ensure that managers are communicating effectively through the identification of communication as part of the Draft L&D strategy The Role of the Manager Communications Team supporting Service Managers Ongoing agreeing that communications between senior managers and staff is good improves and is better than the worst 20% of MHTs Intranet revamped April Corporate messages to be disseminated via a range of sources such as team briefing packs on specific topics; screensaver, intranet etc. Compassionate and high quality staff saying that the Trust encourages staff to report errors, near misses or incidents staff knowing how to report fraud, malpractice or wrong doing if they had concerns Promote reporting through initiatives such as: Improved DATIX training across the Trust, particularly for doctors. Medicine safety week (May ) Support clinical staff participation in UCLP patient safety training sessions (as agreed through the Strategic Education and Training Committee) Finance / anti-fraud service to step-up promotion to raise awareness by o Poster campaigns (quarterly) o Higher profile for Fraud Awareness month October o Online info sign posted from home page o Participation in marketplace and other staff induction/training initiatives o Top tips and helpful hints in Take 2 Nursing Directorate- nonclinical risk team, patient experience team, Communications Team and Chief Pharmacist Communications and Finance May- November From April agreeing that the Trust encourages staff to report errors, near misses or incidents improves and is better than the agreeing that they know how to report fraud, malpractice or wrong doing if they had concerns DATIX training has begun and is on going Medication Safety Week May. Action to date- Anti-Fraud presentation part of corporate induction. Intranet information revamped. 3

4 staff who recognise the fairness and effectiveness of incident reporting procedures Decrease the percentage of staff reporting work pressure, working extra hours or work related stress Map the extent, causes and possible ways to reduce the percentage of staff working extra hours across the Trust. Implement- Recruitment drive to fill current vacancies Meridian productivity programme to streamline processes Managers of corporate services teams to engage staff to foster a better understanding of this issue and their perception of fairness and effectiveness of Trust processes Continuation of the in-patient staff development programme Map the extent, causes and possible ways to reduce percentage of staff reporting work pressure in DC&I. Implement- Day One (absence scheme) Pilot Staff involvement in weekly Kanban thinking meetings to enable staff to have more control by improving the working environment Development of lead roles for improved quality assurance/ advocacy /task management Map the extent, causes and possible ways to reduce percentage of staff reporting work pressure in ECS. Implement coaching/ training for managers on recognising and effectively managing stress and resilience. Undertake a stress risk assessment to establish the root cause of work related stress in SCNP. Work with Occupational Health to address individual staff member s work pressure Nursing Directorate/ Patient Experience Team and managers of corporate service teams. D&CI Operational management Group with L&D support Service Managers Recruitment Team in HR June-October From May April October Service Managers/BP May (ongoing) Divisional managers with support from OD (BP and L&D) S&CNP OMG with support from OH and BP. May onwards From April agreeing that the Trust has fair and effective incidence reporting procedures improves and is better than the agreeing that the Trust has fair and effective incidence reporting procedures improves and is better than the reporting they work extra hours reporting work pressure improves MHTs reporting they work extra hours reporting they are suffering work related stress improves and is better than the Issue being discussed at DCI workshop on 22/5/14 Recruitment drive underway in Psychosis and Crisis and Emergency Actions to begin following agreement at the D&CI workshop on 22/5/14 Master class on resilience delivered in April. Local action plan being developed. 4

5 High percentage of staff reporting they are experiencing physical violence and harassment, bullying or abuse (VHBA) from all sources staff reporting that the Trust acts fairly with regard to career progression/ promotion and reduce the percentage of staff reporting that they are experiencing discrimination from service users/ carers/ public or other staff staff reporting they have had equality and diversity training. Working group with senior staff from OD, non-clinical risk and service lines to review data, experiences in other sectors and trusts and develop a detailed action plan. Promote Trust initiatives to address these issueso Helplines o Mediators o Training sessions for teams and managers o Guidance booklets o Promoting zero-tolerance messages in all settings o Supporting legal action against perpetrators who have capacity In those services across the Trust identified as in the worst 20% address the issues through A rolling programme of anti bullying and harassment training Integration with corporate antibulling and harassment, (ABH) initiatives Café style appreciative enquiry session with a cross section of staff Develop specific action to protect HCAs Work with managers to ensure they use the Performance Development Framework to support all staff towards opportunities for career progression, including external programmes, such as the Leadership Academy s Capital Programme Include E&D in managers passport E&D forum to identify any concentrations of staff who feel they have been discriminated against Introduce training in Value Based Recruitment for managers to reinforce the fairness of the internal recruitment process. Managers to reiterate to staff their responsibility for completing mandatory training E&D learning available online. Nursing Non-clinical Risk and Datix, OD and service lines. Communications Senior managers with support from OD. Head of Equalities and OD Comms, L&D and all service line OMGs All managers with support from OD. May- November From April April - ongoing From May Monthly though team meetings In the staff survey the percentage of staff reporting they are experiencing physical violence and harassment, bullying or abuse from all sources In the staff survey the percentage staff reporting they are experiencing physical violence and harassment, bullying or abuse from all sources improves to be better than the In the staff survey the percentage of staff reporting that the Trust acts fairly with regard to career progression/ promotion and that they have experienced discrimination from service users/ carers/ public or other staff In the staff survey the percentage of staff reporting that they have had E&D training BPs offering support to key service lines NLFS: Date set for four Antiharassment and bullying coaching sessions to all staff between May and September. Lunch time and a coffee morning session will be delivered in June and July. Initial approach to Leadership Academy, suggests in-principle support for local initiatives. E&D Forum inaugurated April, work programme includes project on unconscious bias. HE&ODC and Head of L&D working together to incorporate golden thread of E&D in managers passport and other development initiatives. Value based recruitment being scoped and developed as part of the Proactive Recruitment initiative. Launch of the mandatory training online pilot will commence during June and E&D modules will be rolled out from Jan

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