Board of Directors 30/07/2015

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1 CATEGORY OF PAPER Specific action required: Provides Assurance: For Information: Agenda item: 23 Report title: Board of Directors 30/07/2015 NHS Staff Survey Action Plan and Actions Against Core Priorities Purpose of report: The report highlights the key areas for action following the results of the NHS staff survey The staff survey action plan is based on the key findings from the survey both positive and negative. The action plan is a work in progress as it will need to be integrated with the results of the cultural survey. Key issues: The Staff Survey action plan gives the organisation feedback from the staff on a range of issues which impact on their working lives. The Trust develops an action plan as a direct result of staff feedback to ensure the organisation makes changes where appropriate as a result of the feedback The actions are then communicated to staff through a range of communication platforms ie pulse, weekly summary. Recommendation/action required: The Board is asked to note the content of the report and the assurances and risks highlighted. Issue previously considered by: Sponsor / approving director: Report author: Governance and assurance Link to trust corporate objectives: (please tick) Link to CQC / KLOE: (please tick) Any relevant legal / statutory issues? (Such as relevant acts, regulations, national guidelines or constitutional issues to consider) Equality analysis completed If this is not relevant please explain why: Key considerations The staff survey results and the staff survey action plan have been considered by the Organisational Development group and members of that group have been asked to comment on the content. Caroline Thurlbeck Director of Strategy, Transformation and Workforce Sue Richardson, Head of Workforce and OD Gemma Kirk, OD Culture Lead Caring Responsive Effective Well Led Safe Please enter details here Yes No Not Relevant Details Page 1 of :42:00

2 Confirm whether any risks that have been identified have been recognized on a risk register and provide the reference number: Please specify any Financial Implications Please explain whether there are any associated efficiency savings or increased productivity opportunities? Are any additional resources required e.g. staff capacity? Is there any current or expected impact on patient outcomes/experience/quality? The risks associated with not working to improve our staff engagement and key findings results are low staff engagement and low staff morale. If there are financial implications attached to actions in the plan these will be agreed through resourcing of the individual project plans. No The staff survey action plan responds to concerns of the health and well -being of Trust staff. Improving this by reducing sickness/ absence leads to improved quality of patient care Specify whether appropriate clinical and/or stakeholder engagement has been undertaken: Consultation at the organisational development group Are there any aspects of this paper which need to be communicated to our stakeholders (internal or external)? (Please tick if yes then please complete all boxes. Please briefly specify the key points for communication and ensure the Comms team are informed via Yes No Positive Negative Proactive Reactive Internal External *The Trust corporate objectives are: 1. To have an effective workforce plan that includes the development of skill mix, clinical enhancement and career progression, and one that achieves full establishment levels by September To deliver a programme of cultural change that generates an improvement in staff morale, engagement, evidenced through an improved FFT score, staff survey results and the cultural barometer by March Achieve successful CQC accreditation at good or above through the delivery of our Quality Strategy by March 2016, ensuring we deliver safe, effective care and a positive patient experience 4. To develop a comprehensive evidence base for a single operational model through the Integrated Care and Transport pilot that would support full roll out of the model from April To have an effective and responsive Information Technology infrastructure by March 2016 that provides quick access to business intelligence to drive performance improvement activity. 6. To improve the level of core income to ensure a sustainable future for NEAS with an established funding structure that incentivises the reduction of hospital conveyances to operate from April To achieve recurrent cost improvement targets through the transformation strategy, waste reduction and application of lean methodology to reduce the impact on the 2016/17 target. Page 2 of :42:00

3 Trust Board Meeting NHS Staff Survey Action Plan: Actions Against Core Priority Areas 1. Introduction This is a brief accompanying narrative to provide a snapshot of the priority actions that are currently underway, and any resulting quick wins, in response to the 2014 NHS Staff Survey 5 bottom ranking results. The 2014 NHS Staff Survey action plan is under construction therefore following finalisation and sign off will supersede this paper. 2. Key Issues The Trust Transformational Priorities support improvement across the core areas of weakness identified from the NHS 2014 Annual Staff Survey results, and the subsequent summarised actions and quick wins are as follows; 2.1. Key Finding (KF) 12: Percentage of staff witnessing potential harmful errors, near misses or incident in the last month (Percentage Score; Lower score the better) - NEAS Score in 2014 = 50% - NEAS Score in 2013 = 51% - National 2014 Average for Ambulance Trusts = 41% Developed and distributed an organisation wide Culture Survey designed specifically to complement and ehnance the NHS Staff Survey findings. There are a number of questions in the culture survey relating this key finding, designed to understand the context and reasoning behind this result. Inclusion of Duty of Candor (open, honest, blame free culture) content into Trustwide Corporate Induction Trust Board members to raise and encourage discussion around such incidents during Quality Walkrounds. Whistle blowing policy review, update and communication Key Finding (KF) 16: Percentage of staff experiencing physical violence from patients, relatives or the public in last 12 months (Percentage Score; Lower score the better) - NEAS Score in 2014 = 39% - NEAS Score in 2013 = 45% - National 2014 Average for Ambulance Trusts = 31% Commitment from the Trust for all Staff to receive dementia training (appropriate to their role) by Quality review of the alert system used when such incidents occur Page 3 of :42:00

4 Design, develop and implement training for patient facing staff to increase their knowledge and skills and confidence when dealing with patients and relatives with mental health issues Key Finding (KF) 17: Percentage of staff experiencing physical violence from staff in last 12 months (Percentage Score; Lower score the better) - NEAS Score in 2014 = 4% - NEAS Score in 2013 = 3% - National 2014 Average for Ambulance Trusts = 4 % Full review of policies relating to bullying and harassment is underway. Subsequent recommended actions will be implemented accordingly. Cyclical learning approach embedded into the incident investigation process to ensure active learning occurs during the investigation in relation to both process, policy but most integral to how the experience is/was for staff members involved Key Finding (KF) 21: Percentage of staff reporting good communications between senior management and staff (Percentage Score; Higher score the better) - NEAS Score in 2014 = 11% - NEAS Score in 2013 = 11% - National 2014 Average for Ambulance Trusts = 16 % The development of a communications strategy is underway. Trustwide Culture survey has been designed and implemeted with the inclusion of questions relating to communications between management and staff. Develop a culture where staff are listened to and information from staff is acted upon and then fedback within an agreed time frame. Monitor and evaluate the uptake of the performce review process which provides a good commuications forum. Transformational priority of ECCM model implementation to provide staff with clearer communication channels with management. Quality walkround to encourage visibility and accessibility of management 2.5. Key Finding (KF) 27: Percentage of staff believing the trust provides equal opportunities for career progression or promotion (Percentage Score; Lower score the better) - NEAS Score in 2014 = 62% - NEAS Score in 2013 = 55% - National 2014 Average for Ambulance Trusts = 69 % Production of a trust wide training needs analysis (TNA), collated via the performance review process to provide equal opportunities for access to training. Develop an organisational succession planning process. Work towards, develop and adhere to the Investor in People (IIP framework). Collate and analyse career progression data for feedback to the executive team. Page 4 of :42:00

5 3. Communications The results of the last staff survey have now been widely shared and the key findings have been translated into a staff survey action plan. At its meeting on 10 July, the Workforce Committee considered the NHS Survey for and requested that a plan for its communication was presented to the Board at this meeting. This is outlined in the table below, with the first two actions already started: July July - August August August- September September Survey launch Pulse published a summary of survey results and participation Intranet page updated with details of survey findings Four week series of Summary items detailing You said, we did headlines as a result of survey feedback Begin eight week series of Summary items on NEAS employee benefits Intranet carousel to highlight specific employee benefits with links to relevant pages The Summary and Team Briefing item on NHS staff survey Intranet carousel used to launch NHS Staff Survey Weekly Summary reminders to complete survey Pulse articles: 1. Staff survey 2014/15 You said we did with launch of 2015/16 survey 2. NEAS employee benefits Covering letter to accompany the distribution of the surveys 4. Staff Survey National Overview The NHS Staff Survey Co-ordination Centre is responsible for co-ordinating the staff survey at a national level on behalf of NHS England. Decisions on survey design and implementation are made by NHS England in conjunction with the NHS Staff Survey Advisory Group. The Co-ordination Centre has provided some important updates for the 2015 survey and further details of these are set out below. 4.1 Approved Contractors Framework for the 2015 NHS Staff Survey The previous NHS Staff Survey Approved Contractors Framework Agreement, which NHS England inherited from the Department of Health in 2013, had three suppliers on it, Picker Institute Europe, Quality Health and Capita. This framework expired on 31st July Feedback from trusts was that they would like a similar framework to be created for the 2015 survey and beyond, so that they did not have the burden of procuring their own supplier through a full procurement process. NHS England has therefore run a procurement process, under the Public Contracts Regulations 2006, to establish a new NHS Staff Survey Approved Contractors Framework which will run from July 2015 to July The two suppliers who met both the quality and price thresholds of this process in order to be appointed onto the new framework are Picker Institute Europe and Quality Health. NEAS are currently working with the approved suppliers to get quotes from them for Page 5 of :42:00

6 providing analysis and feedback of staff survey. They are providing costs for a range of options. Once these are received they will be fed back to the OD Group and to the Executive Team. 4.2 Questionnaire development and testing The Co-ordination Centre is currently working with NHS England and the Staff Survey Advisory Group to update the questionnaire for the 2015 Staff Survey and beyond. It is anticipated that a number of questions will be changed to make the survey data more useful for participating organisations and associated bodies. A revised questionnaire is currently in the testing phase of this process. The final 2015 questionnaire and associated documents are due to be published, in early August along with a timescale for the next staff survey. 4.4 Administering the survey As in 2014, there will be the three options of running the staff survey: a fully paper-based survey, a fully on-line survey or a mixed-mode survey for the 2015 Staff Survey. In undertaking a mixedmode survey, participating organisations will be able to provide the survey online to staff with active addresses and on paper to staff who do not have up to date or active addresses. It is proposed that a full survey of all staff be undertaken in 2015 rather than a sample. Once all of the information including costs is received an options paper will be put forward to Executive Team for a decision on the way forward. 5. Strategic Impact Trust Objective 2 sets out an intention to deliver a programme of culture change that generates an improvement in staff morale and staff engagement. The NHS Staff Survey action plan will support the achievement of that strategic objective. 6. Assurances An effective NHS Staff Survey Action plan supports the achievement of a successful CQC accreditation aspiration Trust objective Risks The risks associated with not working to improve our staff engagement and key findings results are low staff engagement and low staff morale. 8. Recommendations The Board is asked to note the contents of the summary narrative. Author and Sponsor Name Sue Richardson / Gemma Kirk Title Head of Workforce and OD / Strategic OD Lead for Culture Name Caroline Thurlbeck Title Director of Strategy, Transformation and Workforce Page 6 of :42:00

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