Staff Survey A Summary of Service

Transcription

1 Meeting Trust Board Part I Date 24 July 2014 Subject Staff Survey Action Plan Reporting Officer Nikki Prince, HR Director Purpose To approve Please indicate as appropriate Trust Objective Principle Objective 2: To become an exemplary employer, enabling staff to reach their full potential Risks Identified Failure to plan and manage the workforce will have morale and cost implications Impact on Equality Actions are supportive of performance and quality improvement Impact on Quality Actions are supportive of performance and quality improvement Legal Implications Ensures compliance and meets legal obligations

2 Summary The Trust received the 2013 Staff Survey results on 25 February Following roll out of the results, Service Lines undertook a range of engagement events to develop priorities for action. Recommendation The Trust Board is asked to receive the draft for approval 2

3 Staff engagement and Wellbeing Action Plan 2013/2014 listening, learning and improving working in KMPT Version: 1.0 Status: Draft Date of report: Reporting Officer: Nikki Prince Report completed by: Reporting to: 3

4 Introduction At KMPT our aim is to become a top class employer. Critical to achieving that objective is staff engagement through which we agree and deliver our shared actions to improve staff experience wellbeing and influence in service delivery demonstrated through feedback in our Friends and Family survey and our annual Staff Survey results. We are supporting that intent through sharing our vision Excellent care personal to you, delivering quality through partnership. Creating a dynamic system of care, so people receive the right help, at the right time, in the right setting with the right outcome. Working together to achieve our shared values o Respect o Open o Accountable o Working together o Innovative o Excellence Communication: We have set up a number of ways to communicate and engage with staff and act on everyone s opinion Key Messages: o Staff Forum o Clinical Cabinet o CE Webinar o Staff Concerns button o Service Line leadership and engagement events We have an extremely dedicated workforce and their message to us has been to get the basics right enabling staff to do their jobs to the best of their ability and deliver excellent patient care. To that end the Staff engagement and wellbeing plan for the next 12 months will focus on four big themes that staff tell us would make significant improvements to their working lives. Key Themes: IM&T Staffing Reducing Bureaucracy Local Management & Decision making 4

5 These four themes will be supported by specific service line and corporate plans that act and respond to relevant issues in services and localities. The four themes recognise that there are day to day frustrations which prevent people doing their job as well as they want to and get in the way of feeling valued. Those frustrations are particularly felt in IM and T, staffing and overall bureaucracy in areas such as recruitment and finance. In addition to those day to day issues we all recognise that developing local forums where we can work together to resolve local issues is critical alongside with local structures having the authority and flexibility required to be effective High level actions in each of the main themes are demonstrated on the attached chart and progress will be communicated at the Chief Executive webinars and published on Staff Zone. 5

6 STAFF SURVEY : IMPROVEMENT PLAN MILESTONES 1. KMPT Overarching Plan Lead Apr-14 May-14 Jun-14 Jul-14 Aug-14 Sep-14 Oct-14 Nov-14 Dec-14 Ivan M cconnell Start review of RiO as clinical record system RiO Release 2 launched Complete review of RiO PAS Tender commences (decision implemented by M arch 2015) IM&T Publish network improvement plan Replacement of WiFi aerials to improve access Identify options to improve cloud performance - storage Implement IT recovery plan - includes: additional storage procurement and future HIS Complete improvement to Cloud 95%of HIS calls resolved within 24 hours Nikki Prince Streamline recruitment process Remove budget control for generic roles e.g.; nurses Implement edbs to reduce time lag by 2 weeks Evaluate Fixed starter/induction process and fine tune to service need Reduce bureaucracy Decision on removal of ATR to reduce time lag by 1-2 weeks Simplified Job evaluation criteria published on Staff Zone BC re: training for appointing managers Approve performance targets for recruitment at Operations Review recruitment performance targets at Operations Board Ada Foreman Improve customer relationship between procurement/ services and super user FRC decision re: remove limits for quotes/tenders to speed process Support high spend areas with purchasing card to avoid delays Review high volume purchasing to identify additional support Agree sole supplier schedule of monies for Estates Pippa Barber 1m funding agreed and allocated to inpatient budgets Inpatient nursing recruitment drive and recruitment process Staffing Freedom to make decisions at local level - local leadership groups and environment issues M alcolm M cfrederick Corporate Directors M alcolm M cfrederick Job plan pilots underway Review status of job plan pilots Service Users and staff finalising plans for Centres of Excellence and Clinically led workshop (M edical Director) Improve local ability to take action around environmental issues Research 'zoning' and caseload weighting tools used elsewhere Board to receive draft Community WFP Clinical Cabinet to review Centre of Excellence and local leadership groups Service Lines agree Service Level Agreement for each Corporate Subject to Board approval, complete PID / BC to deliver agreed WFP Implement quarterly customer satisfaction survey for Performance monitoring of Corporate functions, led by operational Commence autonomy for local decision making plans 6

7 2. Highlight report The table below provides a headline summary of the work that we have undertaken to date and are proposing on our action plan PROJECT / SCHEME PROGRESS THIS MONTH FORECAST ACTIVITY NEXT MONTH ISSUES ADDRESSED IM&T: There is a lot of frustration from losing the network and the knock on effect that this loses any input on RIO not saved. This is particularly frustrating and time consuming when people are working away from base. Key issues underlying this have indicated that storage on our IT system is causing many of the lost connections. IM&T Appointed IM&T operational lead Start procurement for additional storage to improve Cloud performance Will deliver improved performance and reliability of network. Started the review of KMHIS support + service standards Started reprocurement of RIO Approved spec for RIO2 upgrade Identify KMPT requirements for IT support in future Confirm level of support required and future service requirements from supplier. Will provide auto save facility in RiO2 Improved remote working REDUCING BUREAUCRACY: There is a level of frustration caused by the length of time taken to recruit to vacancies and there is a desire to reduce the high amount of process delays within the recruitment processes. More freedoms are sought in being able to recruit to generic vacancies and in a timely manner and similar frustrations are felt in the procurement process. Procurement processes add delay to getting simple items in place. More autonomy to buy necessary supplies would improve quality and morale. Important purchases are delayed by hold ups in procurement. Streamline Recruitment Process Finance signature removed from Authority to Recruit Forms Any process delay waiting Finance signature eliminated Allowed services to recruit to generic posts where turnover of staff is predictable Continue generic recruitment advertising. Simplified clear guidance for job 7 Rolling adverts now possible to maintain recruitment momentum. Guidance on when to evaluate job

8 evaluation to be published on staff zone. descriptions clear, preventing unnecessary JE activity and delay. Streamline Procurement Process Contract being signed for Electronic Disclosure & Barring scheme Super user group membership agreed Implement Electronic Disclosure & Barring scheme Super user group meeting Efficient electronic system to remove paper and reduce process from average 4/6 weeks to 2/4 weeks and eliminate returns More clarity of needs and plan to resolve pinch points FRC support for more spend at lower levels of authority Purchasing card policy sent to all small value users Estates project group to devise templates for generic working spaces, offices etc. Formal Board decision Review of high volume purchases to identify additional support Schedule meetings Fewer tenders required, quicker turnaround on lower cost items. Quicker response to small purchasing items Less diversity in tendering, more flexibility for space utilisation. STAFFING: Caseloads are becoming unmanageable and more management support is required out of hours. Concerned about the level of agency support currently being used and pressures on admin support. Staffing Inpatients Community Funding agreed and allocated to budgets from safer staffing project Developed locality specific establishments (workforce plan) Recruitment process underway. In excess of 50 nursing posts advertised to date (22/7), continuing to recruit. Costings developed Correct levels of staffing on inpatient wards Effective skill mix of staff to deliver better service Review job plan by profession Workshop to establish model for evaluating caseloads/activity Effectively deploy existing and future staff improving caseload management (right people in the right place 8

9 Comm. & Rec. Acute Older Adults Forensic Comm. & Rec. Acute Older Adults Forensic Comm. & Rec. Acute Older Adults to optimum level of staffing. at the right time) LOCAL AUTONOMY: Micro management is disempowering as a manager. Staff need to feel empowered so that they will solve problems. Freedom to make decisions at local level Local Leadership Groups expanded across Service Lines Service user and staff finalising plans for Centres of Excellence Clarity about local leadership groups to ensure devolved decision making Local leadership groups & environment issues LLG structures and terms of reference will be established Agreed timelines and service standards available to clinical services IMPACT ANALYSIS NORTH WEST EAST Service Line IT Bureaucracy Staffing Local Autonomy M L M L M L H L H M H M M M M M M M M M M M M M H L M M M L M M H M M H M M M H M M M H Low Medium High 9